1. family and parenting
2. children

Children’s Social Work and
Psychology Services
Children’s Social Work & Psychology Services
Improvement Plan 2013/14
March 2013
Version 7
Children, Schools & Families
Children’s Social Work and Psychology Services
Service Improvement Plan 2013-14
1.
Mission and Values
Our Statement of Mission and Values has been drawn up in collaboration
with the whole service. They are at the centre of our decision making and
professional practice:
Our mission is to help and protect the most vulnerable children and
young people living in Cornwall from significant harm, to support the
educational inclusion of those children and to close the gap in
outcomes between them and their peers.
Our first consideration will be the lived experience of the child, taking
into account their wishes and feelings, involving them fully in decisions
about their lives, promoting their rights to family life and to education.
We will work together with the child and others to understand the
reasons for their behaviour, so that we can support positive change.
We will stick with them and we will not give up.
We will act with integrity, honesty, empathy and respect, showing
fairness and courage in everything we do.
We will work with birth families, the child's wider network of family and
friends, communities and other services, listening to their views,
building their trust and confidence, making every effort to understand
and meet their needs.
We will use discretion, professional judgement and common sense to
guide us and we will be accountable for our decisions and actions. We
will respond to well-founded criticism with a willingness to learn and to
change.
We will not be distracted from our mission through fear of being
criticised. In identifying and managing risks to children we will seek to
reduce the risk of significant harm and achieve better outcomes.
We will be professional, calm and focused in undertaking our statutory
and professional duties at all times and in all the circumstances we
face.
Our commitment is to deliver a service that we and those we serve can
be proud of, which promotes positive outcomes for vulnerable children
and which reduces the risk of harm.
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2.
Focus
The Service Improvement Plan is informed by the findings of HMI
inspections, independent reviews, peer reviews, service user feedback,
feedback from other agencies/professionals and consultation with front line
practitioners and managers. The focus of our work is on:
1. Seeing children and listening to them, above the needs of their
parents/carers. Putting the child’s lived experience at the heart of
assessments and plans; that their views and feelings are clearly
understood, taken into account and represented, irrespective of the
child’s age, developmental stage and method of communication.
2. Taking into account issues of diversity and equality, such as ethnicity,
culture, religion, language and disability, and taking positive action to
mitigate the negative effects of prejudice and discrimination on the
welfare and safety of children and their families.
3. Obtaining consent and agreeing the support plan with the family and
other professionals that clearly shows how a child’s needs and risks will
be met and who will do what within an agreed timescale.
4. Responding promptly to contacts from members of the public or other
professionals when they have concerns about the welfare or safety of a
child, in line with Working Together to Safeguard Children.
5. Undertaking multi-disciplinary assessments of children with special
educational needs and disabilities, in line with best practice and
statutory guidance.
6. Undertaking assessments of young people involved in anti-social
behaviour and offending, in line with best practice and statutory
guidance.
7. Undertaking social work assessments of children in need and their
families whenever a case meets the LSCB threshold for statutory social
work, in line with statutory guidance.
8. Working together with other agencies and professionals, drawing on the
experience, information and expertise of other professionals to
understand and respond effectively to a child’s assessed needs,
strengths and risks.
9. Reviewing the child’s progress and taking action when insufficient
progress is being made to safeguard their welfare. Responding
positively to well-founded criticism with a willingness to learn.
10.Enabling the participation of children and young people in decisions
about their lives, taking into account issues of their age, diversity and
disadvantage, developmental stage and method of communication.
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3.
Principles
Children’s Social Work & Psychology Services apply the following principles
when working with children and families:
a) The welfare of the child or young person is paramount.
b) Children and young people have the right to be heard (regardless of
their age/developmental stage) and the right to influence decisions
about their lives and their futures.
c) The best environment for a child is within their birth family and their
own community of wider family and friends.
d) All children, especially those with special educational needs, disabilities
or in care have a right to an education which is suitably differentiated
and takes into account their strengths and needs.
e) The emotional and psychological health and well-being of children, is
supported, especially those who live apart from their families or in care.
f) When a family struggles to meet the needs of a child they will be
supported appropriately to do so.
g) Statutory social work intervention in the private life of a child and their
family is always a last resort.
h) When a child’s birth family is unable to meet their needs or to keep them
safe, their wider network of family and friends will be considered and, if
viable, supported appropriately to care for them.
i) Where it is not possible to maintain a child within their wider network of
family and friends, the Council will endeavour to provide a suitable care
placement, in such a way that the child can remain at their school and
maintain positive contact with family and friends.
j) When it is not possible for a child to return safely to their family, they
will be supported to achieve permanence, preferably within an
alternative family.
4.
Legislative framework and statutory guidance
Children’s Social Work & Psychology Services operate within a complex legal
framework, supplemented by a significant body of statutory guidance. The
primary legislation and guidance include:
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Chronically Sick & Disabled persons Act 1970
Children Act 1989
United Nations Convention on the Rights of the Child 1989 (particularly
Article 6: Survival and development and Article 12: Respect for the
views of the child)
The Carers (Recognition & Services) Act 1995
Education Act 1996 (particularly Section 2)
Housing Grants, Construction & Recognition Act 1996
Human Rights Act 1998 (particularly Article 8: Right to respect for
private and family life and Article 14: Prohibition of discrimination)
Data Protection Act 1998
Framework for Assessing Children in Need and their Families 2000
Children Leaving Care Act 2000
Care Standards Act 2000
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The Carers & Disabled Children Act 2000
Special Educational Needs Code of Practice 2001
Adoption and Children Act 2002
Children Act 2004
Achieving Best Evidence 2007
Children and Young Persons Act 2008
Information Sharing: Guidance for practitioners and managers 2008
Working Together 2010
Equalities Act 2010
Care Planning, Placement and Case Review Regulations 2010
Short breaks statutory guidance on how to promote the welfare of
disabled children using short breaks 2010
Working Together 2010, issued under section 7 of the Local Authority Social
Services Act 1970, sets out how agencies and professionals working with
children and families should work together to safeguard and promote the
welfare of children and young people. This is supplemented by local Child
Protection Procedures that also apply to all agencies and professionals. The
revised Care Planning, Placement and Case Review Regulations 2010 that
came into force on 1 April 2011 and the accompanying statutory guidance,
‘Putting Care into Practice’, lays out how the Council and its partners should
exercise these functions for children in care.
5.
Operational imperatives
1. The Service is resourced to meet the Council’s statutory duties to
support children in need and their families, children with special
educational needs and disabilities, young people who offend, children
subject to child protection plans, children in care and care leavers.
2. Children with additional needs are included in an appropriate educational
setting and are supported to maximise their progress, individual
potential and outcomes.
3. Children with special educational needs, children with disabilities and
children who have experienced neglect and abuse will benefit from high
quality psychological advice as part of the assessment process.
4. Effective safeguarding arrangements rely upon professionals working
together effectively to identify and assess the needs, strengths and risks
of the child, form a team around the child, devise a single plan, share
responsibility for implementing the multi-disciplinary plan and
undertaking regular reviews of the child’s progress.
5. Effective partnership working is dependent on the competence and
commitment of all agencies and professionals working with children and
families to understand and perform their respective safeguarding duties,
including information sharing.
6. Children are safeguarded most effectively when children’s and adult’s
services work collaboratively and share information appropriately,
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particularly when the key risk factors of domestic abuse, parental mental
health problems, alcohol and drug misuse are present.
7. Frontline managers and practitioners are trained, supervised and
supported appropriately to understand and achieve the core
safeguarding practice standards consistently, including access to
evidence based research and best practice exemplars.
8. High quality practice is based on using assessment and other
safeguarding tools consistently to understand the individual child’s
journey, taking into account individual characteristics such as ethnicity,
culture, heritage, religion, language and disability.
9. Quality assurance and performance management, especially case
monitoring and audit, focuses relentlessly on improving the quality of
practice, providing a learning feedback loop to practitioners and their
supervisors about the quality of their work.
10.Effective practitioners that undertake child protection work and care
proceedings will be recognised, rewarded and encouraged to remain in
practice through appropriate levels of remuneration and an extended
career and qualification pathway.
6.
Organisation
The strategic lead for the Service is Jack Cordery, Head of Service. At 1
April 2013 the Service is organised and led by ten senior managers:
1. Contact, Referral and Assessment Service – Sharon Wood:
 Multi-Agency Referral Unit
 4 Assessment Teams
 Pre-Birth, Parent and Baby Assessment Service
 Out of Hours Service
2. Disabled Children and Therapy Service – Yvette Yates:
 3 Disabled Children Teams
 OT Service
 Short Breaks
 Pathfinder
3. Children in Need Service – Ben Davies:
 6 multi-disciplinary Children in Need Teams
 Family Group Conferencing Project
 Family Support Service
 Family Intervention Project
4. Children’s Psychology Service – Mandy Owen:
 3 Area Educational Psychology Teams
 Early Years Inclusion Service
 Autism Spectrum Team
 Early Support Service
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 Scallywags Team
 Children’s Clinical Psychology Service
 Gweres Kernow and Jigsaw
5. Youth Offending Service – Christine Walker-Booth:
 2 Youth Offending Teams
 Youth & Crown Court Liaison
 Appropriate Adult Service
 Victim Support
 Restorative Justice
 YOS Volunteer Scheme
6. Children’s Specialist Social Work Service – Jane Hampton:
 6 Child Protection & Court Teams
 2 Children in Care (Permanence) Teams
 Children in Care Contact Service
7. Children in Care and Care Leavers Service – David Roose:
 Family Placement Service
 Residential Homes
 Adoption & Permanence Service
 Specialist Outreach Service
 16+ (Care Leavers) Service
8. Children’s Safeguarding Standards Unit – Karen Dale:
 Local Authority Designated Officer
 Principal Officers Child Protection and Review
 Missing Children and Child Sexual Exploitation
 Local Safeguarding Children Board Support Team
9. Business Support – Gill Goodier:
 Admin support to frontline teams
 Business Systems
 Quality Assurance and Performance Management
 Finance and Procurement
10. Principal Child & Family Social Worker – Marion Russell:
 Practice Educators Team
 The Foundation for Social Work in Cornwall
 The Trainee and Student Social Worker Programme
The operational responsibilities of six of the ten senior managers will change
from 1 September 2013:
1. Children’s Help and Protection Service (West) – Ben Davies:
 1 Assessment Team
 2 Children in Need Teams
 2 Child Protection & Court Teams
 1 Children in Care Team
 Teylu Assessment
 Family Intervention Project
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2. Children’s Help and Protection Service (Mid) – Sharon Wood
 1 Assessment Team
 2 Children in Need Teams
 2 Child Protection and Court Teams
 1 Children in Care Team
 MARU
 Out of Hours Service
3. Children’s Help and Protection Service (East) – Jane Hampton
 1 Assessment Team
 2 Children in Need Teams
 2 Child Protection and Court Teams
 1 Children in Care Team
 Crisis Support Service
 CP Volunteer Scheme
4. Disabled Children and Therapy Service – Yvette Yates:
 3 Disabled Children Teams
 Early Support Service
 OT Service
 Residential Short Breaks
 Short Breaks Commissioning
 Pathfinder for Children with SEN and Disabilities
5. Children’s Psychology Service – Mandy Owen:
 3 Area Educational Psychology Teams
 Early Years Inclusion Service
 Autism Spectrum Team
 Scallywags Service
 Children’s Clinical Psychology Service (including Jigsaw and
Gweres Kernow)
6. Children in Care and Care Leavers Service – David Roose:
 Family Placement Service
 Residential Homes
 Adoption & Permanence Service
 16+ (Care Leavers) Service
7. Youth Offending Service – Christine Walker-Booth:
 2 Youth Offending Teams
 Youth & Crown Court Liaison
 Appropriate Adult Service
 Victim Support
 Restorative Justice
 YOS Volunteer Scheme
8. Children’s Safeguarding Standards Unit – Karen Dale:
 Principal Officers Child Protection and Review
 Local Authority Designated Officer
 Missing Children and Child Sexual Exploitation
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 Local Safeguarding Children Board Support Team
9. Business Support – Gill Goodier:
 Admin support to frontline teams
 Business Systems
 Quality Assurance and Performance Management
 Finance and Procurement
10. Principal Child & Family Social Worker – Marion Russell:
 Practice Educators Team
 The Foundation for Social Work in Cornwall
 The Trainee and Student Social Worker Programme
7.
Role and purpose of the different functional teams/services
The Multi-Agency Referral Unit as the single point of contact for anyone
who is concerned about the welfare of a child, to provide professional advice
and consultation and to determine whether the case meets the LSCB
approved threshold criteria for statutory social work intervention. Where
cases do not meet that threshold, referrers are provided with information,
advice and guidance from the Multi-Agency Advice Team including
signposting to targeted and preventative services within the locality-based
Early Help Services.
Cases that meet the threshold are passed to the relevant Assessment
Team for a statutory social work assessment or for a strategy discussion in
those cases where there is evidence of actual or potential risk of significant
harm and where there is evidence, a child protection enquiry. If a service is
required cases can be assigned, proportionate to the level of need/risk, to
Locality Early Help Services, Family Group Conference, the Crisis
Support Service, Children in Need Teams/Family Intervention
Project, Teylu Assessment or Child Protection and Court Teams.
The Disabled Children and Therapy Service undertakes the majority of
assessments and care planning in acute and complex cases where children
have severe and enduring disabilities and illnesses, including OT
assessments. The service provides the full range of social care
interventions, from Early Support to the management of child protection
plans and, as a last resort, children in care plans for disabled children. The
service provides a wide range of Short Breaks to enhance the life
experience of children with disabilities and to offer parents and carers
respite. The service makes a significant contribution to the implementation
of the Pathfinder for children with SEN and disabilities.
The Children’s Psychology Service supports children with disabilities,
SEN and difficulties in relation to their attachments, emotional wellbeing
and mental health. Educational Psychologists provide advice under a
statutory duty to assess the special educational needs and wider, applied
psychology. The service includes the Scallywags Service, which works
with children who have challenging behaviour, an Autistic Spectrum
Team, which supports children and their families at home and at school,
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and the Early Years Inclusion Service, which provides SEN co-ordinators
and educational psychologists (and other specialist staff) to support parents
and early years settings to meet the needs of children with SEN and
disabilities. The Children in Care Psychology Service, the Gweres
Kernow and the Jigsaw Service support the emotional wellbeing and
mental health of children and young people who have experienced neglect
and abuse by providing assessment and therapy services, parenting support
services, consultation to foster carers and social workers, and training. The
Children’s Psychology Service works in close collaboration with the local
CAMHS.
The Children in Care and Care Leaver (16+) Service is responsible for
commissioning a sufficient range of placements to meet the needs of
children in care and care leavers. The Family Placement and Residential
Services provide the majority of placements for children in the care of the
local authority. At any one time there are around 420-440 children in foster
care and 40-45 children in residential care, including special residential
schools. The Adoption and Permanence Service is responsible for
recruiting, assessing and supporting sufficient adopters to meet the needs
of children in care where the plan is for adoption. It is also responsible for
ensuring a differentiated approach to the assessment of potential special
guardians and for supporting placements resulting from Residence and
Special Guardianship Orders. The 16+ (Leaving Care) Service is
responsible for ensuring that young people leaving care are supported to
make a successful transition to independence. The team supports around
126 16 – 18 year olds and 210 care leavers who are over 18.
8.
Some of the service achievements in 2012/13
1. Achieved a positive outcome in the new Ofsted inspection of
arrangements for the protection of children, ending an extended period
of statutory intervention by central government.
2. Managed a significant increase in demand for social care services,
protecting more children, at an earlier stage and more effectively.
3. Introduced the First 5 Practice Quality Standards along with a selfassessment tool for front line staff and made further improvements to
the quality and consistency of the core practice standards.
4. Opened The Foundation for Social Work in Cornwall for newly qualified
social workers, implemented the new Trainee Social Worker programme
and made the first appointments to the Principal and Consultant Social
Worker (advanced practitioner) grades.
5. Increased the frequency and further improved the quality of staff
supervision and appraisal.
6. Invested in a core learning and development curriculum for social
workers and the development of professional capabilities in the multi-
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disciplinary Children in Need teams, with evidence-based practice at the
centre.
7. Strengthened the Framework for Quality Assurance & Performance
Management (QAPM) and the Core Audit System by shifting the focus
still further onto the quality of practice.
8. Developed the roles and the capabilities of staff so that more
practitioners can take on the role of lead professional and hold case
responsibility for disabled children cases.
9. Started to implement core elements of the SENDIS Pathfinder, including
the single assessment and plan, and introduced personal budgets.
10.Established the multi-disciplinary Children in Need Service.
11.Established the Multi-Agency Referral Unit.
12.Improved the confidence of other agencies and professionals in the
quality of provision and the capacity of the service to improve.
13.Improved communication and staff morale.
14.Achieved a significant reduction in sickness absence.
15.Made further improvements in the quality of provision and maintained
position in most key performance indicators against a context of
increasing need and demand for social work and psychology services.
9.
The top 10 service improvement priorities for 2013/14
The following service improvement priorities are geared to improve a range
of outcomes for children in need, including children with special educational
needs and disabilities, children who are subject of a child protection plan,
children in care and care leavers.
1. Further improve the quality and consistency of core safeguarding
practice in assessments; chronologies; genograms/ecomaps; risk
assessments; and plans. Introduce Signs of Safety as the core practice
tool for assessing risk and monitoring the progress of plans.
2. Continue to promote the child’s lived experience at the heart of
assessments, plans and reviews – that their feelings and wishes are
understood and are shown to influence decisions about their lives.
3. Invest in advocacy for children, parents and carers subject to child
protection processes and in volunteers to support parents/carers whose
child is the subject of a child protection plan.
4. Further develop the capabilities of front line managers and staff to
understand the impact of equality and diversity issues such as ethnicity,
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culture, religion, language and disability, on the lived experience of the
child and to take positive action to counter prejudice and discrimination.
5. Through reflective supervision, continue to encourage professional
scepticism as the best means of reducing the risk of over-optimism when
assessing the impact of neglect on a child.
6. Adjust practice to reflect the Family Justice Review and the new
demands on practitioners to ensure that social work decision-making is
within the child’s timescales.
7. Strengthen and develop multi-disciplinary frontline teams, broadening
access to advice and consultation with the inclusion of applied
psychologists.
8. Review the results of the Pathfinder for children with special educational
needs and disabilities and embed into practice the new approaches to
assessment, plans and enablement.
9. Implement the new arrangements for pre-birth assessments and the
assessment of parenting capacity.
10.Strengthen the process for getting the right help to adolescents on the
edge of care and increase the number, range and quality of care
placements for teenagers when care is deemed the only safe option.
10.
Quality Assurance and Performance Management (QAPM)
The 6 weekly quality and performance meeting of senior managers held to
monitor progress in relation to practice quality standards will be broadened
to include all service areas and devolved to services from 1 September:
1. Assessments will be started (and recorded as started) within 48 hours of
the decision and child protection Strategy Discussions will take place
within 24 hours of the decision. A new standard will be introduced to
monitor that children are seen promptly and regularly.
2. The manager’s decision and a clear rationale for the decision will be
recorded at each stage in the process of assessment, allocation and
transfer.
3. Assessments will provide a clear picture of the child’s lived experience
and the child’s journey, including their wishes and feelings expressed in
their own words. Priority will be given to seeing and listening to
children.
4. Child case records will incorporate an up-to-date and good quality
chronology of significant events in the child’s life, with evidence of how
the chronology has influenced the analysis of needs, strengths and risks
in determining the plan.
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5. Child records will incorporate an up-to-date genogram/ecomap of the
child’s network of family and friends, with evidence of how it has
influenced the analysis of risk.
6. Child records will incorporate a clear and good quality risk assessment,
including a contingency plan. Signs of safety will be used by
practitioners to clarify risks and to monitor progress against the plan.
7. Cases will incorporate a clear and good quality plan describing their
strengths, needs and risks and how the desired outcomes will be
achieved, who will lead on the actions and when by.
8. Assessments, plans, intervention, reviews and case recording will show
how a child’s diversity and equality needs have been considered and
met.
9. Case records will contain evidence of professional supervision that
includes critical reflection as a means of ensuring appropriate levels of
professional scepticism.
10.Case records will contain evidence of management oversight, and
appropriate management support to help staff achieve the standards and
effective action where there are serious or persistent shortfalls.
In addition to the 6 weekly QAPM challenge meeting, a quarterly Quality
Assurance and Performance Management Conference, of the full
management team (open to practitioners and key members of the LSCB)
focuses on understanding shortfalls, any systemic issues and action
planning by each service to correct those shortfalls. The latest performance
data for 2012/13 is shown in Appendix 1 to the Service Improvement Plan.
11.
Workforce strategy
Health and wellbeing
Direct work with vulnerable children and young people, many who have
experienced neglect and abuse, and families in distress is one of the most
challenging and demanding roles in health and social care. To sustain their
resilience in the face of these emotional and psychological challenges
frontline practitioners need to be properly supported to do the job.
Support is provided through a culture that is characterised by learning not
blaming and through high quality supervision that addresses the impact of
the work on the wellbeing of staff. The Service has made a significant
investment in a ‘Well at Work’ project that will be delivered in collaboration
with the Occupational Health Service.
Successive staff surveys highlight communication as an important issue and
how poor communication impacts negatively upon staff energy, morale and
resilience. The Head of Service is committed to communicating regularly
through a newsletter and maintaining a schedule of visits to front line
teams. A mandatory staff induction day is provided to all new staff. Two
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full staff conferences are held each year to provide staff the opportunity to
hear from senior managers and to express their views about how things are
working and how they could be improved. Additional staff conferences are
held following important developments (eg findings and recommendations
of Ofsted inspections) and to discuss any proposed service developments or
changes.
Staff have a right to know what is expected of them and to be treated fairly
and reasonably when their practice falls short of the required standards.
Conscientious mistakes are dealt with accordingly, which is to support staff
to learn from them and to avoid making the same mistake in future.
Persistent or serious shortfalls are dealt with promptly at the appropriate
level under the relevant Council policy. Any management action resulting
from that process will be appropriate and proportionate. Staff can expect to
be treated with respect by managers at all times. Bullying and harassment
is not tolerated.
Recruitment and retention
Challenges persist in the recruitment and retention of sufficiently
experienced, competent and confident front line practitioners in the key
areas of assessment, child protection and court work. A market supplement
is paid to attract and retain the best social workers in these front line
services, subject to tenure and performance.
The career and qualification pathway, in line with the recommendations of
the Social Work Reform Board has been introduced and fully implemented.
The pathway includes a limited number of Principal Social Worker posts,
aimed at increasing the capacity for professional case supervision, enabling
team based learning and to promote succession planning. The pathway
also includes an unlimited number of Consultant Social Worker posts, where
the only limitation to progression is a level of experience, attaining an
appropriate post qualifying award, clear evidence that learning has been
applied in practice and a solid record of performance in relation to the
quality standards for safeguarding practice.
The new Trainee Social Worker programme has been implemented and now
includes a Masters programme. Trainee Social Workers are part of the
social work staffing establishment. Trainees are based in an operational
team and work for up to a year as a social work assistant (unless they have
already worked in that capacity within Cornwall) before joining an
appropriate programme of study in social work.
Work is being undertaken to review the training and supply of educational
psychologists and to put in place a strategy for the recruitment and
retention of educational psychologists in future years. Consideration will be
given to expanding the trainee scheme for practitioner psychologists.
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Reducing the bureaucratic burden on frontline practitioners
Further work is being undertaken to reduce duplication and overlap in
bureaucratic processes and to transfer administrative tasks from front line
practitioners to administrative staff. The Integrated Children’s System has
been reviewed and streamlined to better support social work practice. A
new system, MOSAIC which has been designed in collaboration with
Cornwall to further reduce the bureaucratic burden on front line
practitioners and managers, will be introduced in 2013/14.
A framework for a balanced workload
A framework for a balanced workload is in place, predicated on all but the
most specialist social work posts undertaking the critical statutory functions
of assessments, plans, child protection enquiries and care proceedings.
Caseloads are monitored closely and team performance in relation to these
standards of efficiency and productivity are reviewed at the 6 weekly QAPM
Meeting and quarterly QAPM Conference to ensure a more balanced
allocation of work across the whole system. Decisions to recruit to vacant
posts or engage agency staff include consideration of workloads in a given
service or team.
Investing in professional development
Designated senior managers lead on developing and delivering team based
learning sets on practice quality standards in assessment; chronologies;
genograms and ecomaps; risk assessments (including contingency plans);
and plans. A self-assessment tool has been introduced and is used as a
reference by quality assurance officers when providing feedback on the
practice quality standards to practitioners. The core training programme in
evidence-based approaches to assessment, analysis, planning interventions
and measuring outcomes in child protection has been introduced.
The Principal Child and Family Social Worker is leading on practice
education and developing a team based learning culture. Priority will
continue to be given to providing front line managers and Principal Social
Workers with a high quality training programme in supervision skills for
supervisors of social workers and other front line practitioners who hold
case responsibility. This is provided in addition to mentoring and coaching
training. Practitioners have access to evidence-based research websites to
support their learning and to challenge their own understanding of a child’s
needs, strengths and risks.
Workforce development resources that support the competence and
confidence of front line social workers and psychologists and other
professionals within the service, such as occupational therapists will be
sustained at current levels to support sustainable improvement in the
quality and consistency of practice. Increased emphasis will be placed on
developing expert practitioners, in line with the revised career and
qualification pathway. A children’s social work and psychology conference is
held annually, with nationally recognised speakers.
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All members of the Children’s Psychology Service will continue to receive
continuing professional development opportunities appropriate to their
needs, arising from their annual appraisal and/or service development
priorities. All practitioner psychologists and social workers and occupational
therapists will be supported to maintain their professional register with the
Health Practitioners Council or General Social Care Council. Registered
social workers are offered introductory membership for The College of
Social Work.
Practitioners who struggle to achieve the level of consistency in practice and
quality standards required to help and protect children effectively are
provided with appropriate training and additional support through
mentoring and coaching to achieve the required standards consistently.
Serious or persistent shortfalls in achieving those standards will be dealt
with fairly and reasonably at the appropriate level.
Newly Qualified Social Workers (NQSWs) have a protected caseload so that
they can undertake the NQSW development programme and on completion
of that programme they will be supported to undertake an Early
Professional Development programme to consolidate their learning. Once
this has been completed, practitioners will be entitled to be considered for
Level 3, social worker status via a Progression Panel. In order to become
senior social workers, practitioners will be encouraged and supported to
complete the main elements of the core curriculum and to undertake a
suitable specialist post-qualifying programme of study in social work theory
and practice, in preparation for undertaking a higher specialist award, which
is required to become eligible for further progression to the role of an
Advanced Practitioner, as either a Principal or Consultant Social Worker.
12.
Resources
The financial and staffing resources available to Children’s Social Work and
Psychology Services are shown in Appendix 2.
The control of budgets is undertaken by managers at every level of the
service, supported and monitored by the senior manager for Business
Support and Administration Services (BSAS) along with a link Finance
Officer. Expenditure and forecasting is undertaken at a monthly meeting of
senior managers following scrutiny by the link Finance Officer and senior
manager for BSAS with the Head of Service. This includes challenge to
significant variances from the budget plan.
The Service is subject to regular audits to ensure compliance with standing
orders for the control of budgets and to promote value for money.
Decisions about recruiting to vacant posts are subject to scrutiny by the
senior manager for BSAS and the link Finance Officer to ensure the request
is in line with the establishment and funds are available before sign off by
the Head of Service and, for some posts, by the Directorate Leadership
Team.
Children’s Social Work & Psychology Services Plan 2013/14
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16
Consideration of requests for procuring high cost care placements from the
voluntary and independent sector are scrutinised by the senior manager for
BSAS and the link Finance Officer before discussion with the Head of Service
and only brought to DLT for final consideration and decision if the
requirements for exploring and trying in house alternatives have been met.
Service reviews of Children’s Residential Care and Short Breaks are
underway and provision will be market tested in 2013/14 to demonstrate
best value (quality and cost). Service reviews will take into consideration
the views of staff and the experience of customers/service users and other
stakeholders. Research will be undertaken to draw on examples of best
practice.
Senior managers will explore opportunities to support and build the capacity
of voluntary and community groups that provide effective support services
to children in need and their families, particularly in relation to advocacy
and voluntary support to parents and carers whose children are the subject
of child protection plans and disabled children.
We will explore joint commissioning and partnership opportunities that
optimise the use of resources. We will explore these opportunities with all
partner agencies and providers working to improve the life chances of
children and young people, particularly with schools to support the
educational attainment of vulnerable children and to close the gap between
them and their peers.
Jack Cordery
Head of Service
Children’s Social Work & Psychology Services
Children’s Social Work & Psychology Services Plan 2013/14
March 2013 - Version 7
17
Risk Log
Risk No.
Risk Name
Risk Definition
Recruitment and
retention of suitably
experienced and
capable social workers
The ongoing challenge to recruiting
experienced, permanent social workers in
frontline child protection teams is likely to
persist until the measures taken have time
to grow.
L: 3
I: 4
T: 12
1.
Consistency in the
quality of practice
Differences in understanding and
approach to quality standards may be so
deep-seated, along with an over-reliance
on newly qualified and agency staff, that
variance persists.
L: 3
I: 4
T: 12
1.
S1
A client data base that
is fit for purpose
The capacity to maintain and upgrade the
client data base to meet requirements is
limited.
L: 4
I: 5
T: 20
1.
R1
Reduction in budgets
Reductions in targeted and preventative
resources will increase pressure on
already stretched specialist services.
L: 5
I: 4
T: 20
R2
Increase in demand
The economic downturn and welfare
reforms will increase pressures on already
vulnerable families and thereby the
demand for specialist services.
L: 5
I: 4
T: 20
1. Work collaboratively with locality services to prioritise support to
the most vulnerable children and young people
2. Explore partnership arrangements with other agencies and
providers to secure improved value for money, including traded
services.
3. Seek opportunities to support voluntary and community groups
providing services to children in need and their families
4. Invest in approaches where there is evidence of effectiveness
5. Monitor activity at the front door closely for early warning signs
6. Monitor the proposed health reforms to contribute to decisions
about changes to resource allocation which may affect particular
groups of vulnerable children.
1. Provide advice and consultation to voluntary and community
organisations that support vulnerable families
2. Provide advice and consultation to universal settings
3. Seek joint funding with others to increase capacity
4. Monitor activity at the front door closely for early warning signs
W1
Q1
Children’s Social Work & Psychology Services Plan 2013/14
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Score
Planned Actions to Mitigate Identified Risk
2.
3.
2.
3.
Sustain market supplement for frontline practitioners in teams
where there is a high turnover, dependency on NQSW and
agency staff
Sustain the investment in Trainee Social Worker programme
Increase the frequency and quality of supervision for frontline
practitioners
Continue to set out a coherent and consistent management
position
Continue to clarify standards and expectations for key practice
Continue to implement the Child and Family training in
evidence-based approaches to assessment, planning
interventions and measuring outcomes in child protection
Retain business expertise within the service as liaison to
corporate IS
1
Objective
Link to
Council/
Directorate
Priority
Project/Action
A. LEADERSHIP AND MANAGEMENT
Corporate Plan 1. Maintain schedule of
A1. Good staff
staff communications
morale and positive
2. Maintain schedule of
momentum of
management seminars
improvement
3. Maintain schedule of
staff conferences
4. Maintain schedule of
team visits
A2. Confident and
competent staff
achieving a high
level of consistency
in practice quality
standards
A3. Stretching PDS
appraisal targets
A4. Reduced reliance
on agency social
workers to cover
vacancies
Corporate Plan
Corporate PDS
Policy
Workforce
strategy
1. Sustain capacity for
professional development
2. Continue social work
supervision training
3. Promote access to
evidence based web sites
4. Continue to develop
team based learning sets
5. Maintain investment in
training in evidence-based
approaches to assessment,
planning interventions and
measuring outcomes
1. Set first 5 quality
standards for all relevant
staff
2. Review and refresh
appraisal targets in light of
performance in 2011/12
3. Maintain moderation by
SMT
4. Implement Contribution
Related Pay
1. Complete recruitment of
Principal Social Workers
2. Maintain Market
Supplement
4. Recruit to Consultant
Social Worker posts
Children’s Social Work & Psychology Services Plan 2013/14
March 2013 - Version 7
Delivery
Date
March 14
March 14
Measure/Target
Self-reported and positive
staff feedback
Positive appraisal reviews
March 14
March 14
March 14
Staff satisfaction with
development opportunities
Responsible
Officers
J Cordery
S Wood
Y Yates
B Davies
G Goodier
M Owen
J Hampton
D Roose
K Dale
M Greenhalgh
M Russell
March 14
March 14
March 14
March 14
May 13
May 13
June 13 and
October 13
March 14
May 13
March 13
September 12
Improvement in first 5
practice quality standards
First 5 quality standards
learning sets completed
Positive appraisal reviews
All PDS have SMART
targets that reflect first 5
practice quality standards
Improvement in
consistency of first 5
practice quality standards
Reduced turnover of staff
in frontline Assessment
and CP Teams
Reduced number of weeks
covered by agency social
workers
Equality
Impact
Assessment
Environmental
Impact
Fulfils duty of
care to staff –
no negative
impact
N/A
Demonstrates
investment in
people – no
negative
impact
N/A
Demonstrates
investment in
people – no
negative
impact
N/A
Demonstrates
duty of care
and
investment in
people – no
negative
impact
N/A
S Wood
Y Yates
D Roose
J Hampton
B Davies
J Cordery
S Wood
Y Yates
B Davies
G Goodier
M Owen
J Hampton
D Roose
K Dale
M Greenhalgh
J Cordery
M Russell
Y Yates
J Ellis
2
Objective
Link to
Council/
Directorate
Priority
Project/Action
B. QUALITY OF THE HELP PROVIDED
B1. Children from
Improvement
1. Follow up the conference
different
Plan
with learning sets
backgrounds/needs
2. Review training
have the equality
materials to ensure that
and diversity issues
equalities and diversity are
are addressed in
embedded
practice
3. Include culturally
competent practice in Team
Improvement Plans and
PDS targets
B2. The Tier 2
CAMHS Service is
piloted and
evaluated
B3. The new
arrangements for
pre-birth and
parent/baby
assessments are in
place
B4. Quality
standards in
safeguarding
Improvement
Plan
Improvement
Plan
Improvement
Plan
1. Consult on proposals to
establish a Tier 2 CAMHS
Service
2. Absorb the specialist
CAMHS social workers into
the ChIN Teams
3. Implement pilot
arrangements
4. Review and evaluate the
pilots
5. Implement agreed
arrangements
1. Formulate proposal for a
multi-disciplinary pre-birth
assessment team
2. Consult with LSCB
Executive
3. Negotiate contributions
with partners
4. Implement new
arrangements
1. Maintain the focus on
the first 5 quality standards
2. Continue to deliver team
Children’s Social Work & Psychology Services Plan 2013/14
March 2013 - Version 7
Delivery
Date
September
2013
Measure/Target
Recording of equality and
diversity issues improves
by 10%
September 13
March 13
March 13
June 13
Practitioners self-report
greater confidence and
competence.
Case file audits and PQS
feedback forms evidence
improved practice
Integrated assessment and
care pathway for children
and young people who do
not meet the threshold for
specialist Tier 3 CAMHS
Responsible
Officers
Equality
Impact
Assessment
Environmental
Impact
Actively
addresses
issues of
equality and
diversity
N/A
Closes gap in
provision to
the most
vulnerable
children and
young people
– no negative
impact
N/A
S Wood
Improves the
quality of
specialist
assessments –
no negative
impact
N/A
S Wood
Y Yates
B Davies
Improves the
quality of
safeguarding
N/A
M Russell
M Greenhalgh
S Wood
Y Yates
B Davies
G Goodier
M Owen
J Hampton
D Roose
K Dale
M Owen
L Rentoul
June 13
October 13
January 14
March 13
March 13
April 13
High level public and other
professional satisfaction,
including Courts
Reduced level of full
residential assessments
April 13
March 14
March 14
Frontline practitioners
express greater confidence
in producing good quality
3
practice are
consistently
adequate or better
B5. Successful
Pathfinder for
disabled children
Directorate
Plan
B6. Children subject
to child protection
processes will have
access to advocates
and the
parents/carers of
children subject of
child protection
plans will have
access to the
support of a
volunteer
Improvement
Plan
B7. The range of
short breaks is
increased to support
more disabled
Improvement
Plan
based learning sets on the
first 5 quality standards
3. Maintain investment in
training on evidence-based
approaches to assessment,
analysis, decision making,
planning and measuring
outcomes
4. Introduce Signs of
Safety risk assessment tool
1. Introduce the single
assessment and plan for
children with SEN and
disabilities
2. Increase direct
payments by a further 15%
3. Trial personal budgets,
review/evaluate and roll
out
4. Identify a disabled
children’s champion in each
Locality
5. Appoint a 0.5FTE
disabled children’s social
worker in each ChiN Team
1. Negotiate a pilot with
Volunteer Cornwall to
provide advocates and
volunteers
2. Implement the pilot
3. Review and evaluate the
pilot
4. Tender the new service
offer
practice
March 14
June 13
March 13
March 14
September 13
September 13
June 13
March 13
June 13
December 13
February 14
The variation in the first 5
quality standards is
reduced
Shortfalls in quality
standards are identified
quickly and action is taken
to rectify them
Increased direct payments
And personal budgets are
increasingly used by
disabled children and their
families and by disabled
young people
G Goodier
M Owen
J Hampton
D Roose
K Dale
M Russell
M Russell
Y Yates
M Owen
Improved
services to
children with
learning
difficulties and
disabilities –
no negative
impact
N/A
J Hampton
D Roose
Improved
services to
children/young
people and
their
parents/carers
– no negative
impact
N/A
Y Yates
Improved
services to
children/young
people and
N/A
Practitioners in Localities
and ChiN Service express
greater confidence in
working with children with
SEN and disabilities and
their families
The voice of children and
young people in child
protection processes are
heard and heeded more
clearly
practice to the
most
vulnerable
children and
young people
in Cornwall –
no negative
impact
Parents/carers have a
better understanding of
the process and a more
influential voice
The proportion of 2nd and
subsequent child
protection plans are
further reduced.
1. Complete the short
breaks review
2. Consult with parents and
carers
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March 13
May 13
4
children and their
families
B8. Increased
placement choice for
adolescents,
especially those with
behavioural,
emotional and social
difficulties
Improvement
Plan
3. Bring proposals to SMT
and CLG for approval
4. Bring proposals to OSC
for agreement and goahead
5. Staff consultation
6.Implement new
arrangements
1. Complete the review of
directly managed
residential provision
2. Bring proposals to CLG
and ODE Board for
agreement
3. Bring proposals to OSC
for agreement
4. Consult with staff and
trade unions
5. Implement new
arrangements
Children’s Social Work & Psychology Services Plan 2013/14
March 2013 - Version 7
their
parents/carers
– no negative
impact
June 13
July 13
July 13
September 13
March 13
D Roose
March 13
March 13
June 13
September 13
5
C. PARTNERSHIP WORKING
Improvement
C1. Partners play a
Plan
key role in the
operational delivery
of the Multi-Agency
Referral Unit
C2. Other
professionals
express a high level
of satisfaction in
CSWPS
C3. Service users
express a high level
of satisfaction in
CSWPS
C4. Improved
collaborative
working between
children and adult
services
Improvement
Plan
Improvement
Plan
Improvement
Plan
High level of satisfaction in
the quality of service
expressed by other
professionals
S Wood
Reduction in
inter profess
tension that
delays support
to vulnerable
children and
their families
N/A
S Wood
Y Yates
B Davies
M Owen
J Hampton
D Roose
K Dale
Reduction in
inter profess
tension that
delays support
to vulnerable
service users
N/A
Vulnerable
service users
will feel part of
the process
and the
formulation of
the solution to
the problem
they face
N/A
Children and
vulnerable
adults will be
safeguarded
effectively
N/A
1. Fully establish the MultiAgency Advice Team
2. Appoint to the children’s
health specialist post
3. Encourage the consistent
use of the LSCB resolving
professional differences
protocol
March 13
March14
Improved information
sharing
1. Further improve
communication and
information sharing with
referrers
2. Hold regular liaison
meetings with key partners
3. Undertake, analyse and
report at service level on
quarterly satisfaction
surveys
March 14
Agencies and professionals
will be informed about the
outcome of their referrals
1. Share reports to parents
prior to meetings
2. Parents and children
participate fully in
assessments and care
planning
3. Undertake, analyse and
report at service level on
quarterly satisfaction
surveys
March 14
March 14
Satisfaction levels above
75% overall
G Goodier
1. Embed the use of the
new joint working protocols
2. Refresh Think Family
approaches
March 14
Improved information
sharing
S Wood
Y Yates
B Davies
M Owen
J Hampton
D Roose
Children’s Social Work & Psychology Services Plan 2013/14
March 2013 - Version 7
April 13
March 14
Satisfaction levels above
75% overall
G Goodier
March 14
March 14
Raised performance in
sharing reports with
parents prior to meetings
Audits evidence the child’s
voice, wishes and feelings
Increased contributions to
assessments
S Wood
Y Yates
B Davies
J Hampton
D Roose
6
D. SUPERVISION AND PERFORMANCE MANAGEMENT
D1. The quality of
Improvement
1. Appoint to remaining
supervision will
Plan
PSW posts and maintain
improve further
availability of supervision
training to all new
supervisors and
supervisees
3. Introduce critical
reflection toolkit for
supervisors
4. Senior managers will
audit supervision records
Improvement
1. Implement the finding
D2. The greater
Plan
of the Ofsted inspection of
focus on quality
the arrangements for child
standards in QAPM
protection
will be maintained
2. Increase the number of
peer manager file audits
3. Improve the
consistency of judgements
made by QA officers in
PQS feedback to
practitioners
4. Apply QAPM processes
to other areas of practice.
1. Reduce the number of
D6. Evidence of best Corporate
residential care
value
budget plan
placements in favour of
family placements
2. Promote family and
friends (connected
persons) care as an
alternative to LA care
3. Prioritise recruitment
and retention of in-house
foster carers
5. Scrutinise requests for
high-cost agency
placements at DLT
6. Research opportunities
for improving VFM in
procurement of care
Children’s Social Work & Psychology Services Plan 2013/14
March 2013 - Version 7
June 13
June 13
March 14
September 13
June 13
June 13
Fortnightly supervision for
frontline social workers
M Russell
Supervision records will
evidence challenge and
direction
M Russell
Evidence of professional
scepticism in assessing the
impact of neglect and
abuse on the child
A further improvement in
the first 5 practice quality
standards and reduced
exceptions
Improved consistency in
the quality of practice
S Wood
Y Yates
B Davies
M Owen
J Hampton
D Roose
S Wood
Y Yates
B Davies
M Owen
J Hampton
D Roose
K Dale
Self-reported confidence
and competence among
front line practitioners
September 13
Reduced unplanned
teenage admissions to
residential care
March 13
Family Plus Team in place
Net increase of in-house
fostering placements
March 14
S Wood
Y Yates
B Davies
M Owen
J Hampton
D Roose
Staff will feel
better
supported and
feel more
resilient to the
pressures of
the job – duty
of care and no
negative
impact
N/A
Improved
safeguards to
the most
vulnerable
children and
young people
in Cornwall –
no negative
impact
N/A
Privacy and
right to family
life
N/A
G Goodier
Reduced agency
residential placements
March 14
June 13
7
Performance Data
Children’s Social Work & Psychology Services Plan 2013/14
March 2013 - Version 7
Appendix 1
1
Performance Data
Children’s Social Work & Psychology Services Plan 2013/14
March 2013 - Version 7
Appendix 1
2
Appendix 2
Resources: Staffing Establishment
Head of Service
Referral and Assessment Service
Senior Manager – Social work Contact, Referral & Assessment
Multi Agency Referral Unit
Team Managers
Principal social worker
Social Workers
Social Workers
Contact Workers
Assessment Teams (4)
Team Managers
Principal Social Workers
Senior Social Workers
Social Workers
Trainee Social Workers
Teylu Pre Birth and Family Assessment Service
Team Manager
Social Workers
Consultant Social worker
Senior Social Worker
Support Workers
Waking Night Care Assistants
Children in Need Service
Senior Manager Children in Need
Children in Need Teams (6)
Team Managers
Senior Social Worker
Social Workers
Youth Support Workers
Family Support Workers
Crisis Support Service
Team Manager
Senior Crisis Support Workers
Crisis Support Workers
Family Group Conference Project
FGC Project Manager
FGC Co-ordinators
Youth Offending Service
Senior Manager
Youth Offending Teams (2)
Team Managers
Youth Offending Officers
Youth Offending Assistants
Parenting Workers
Victim Support Workers
Nurse specialist
Disabled Children and Therapy Service
Senior Manager
Team Managers
Development Occupational Therapy Lead
Short Breaks Development manager
Principal social workers
Senior Social Workers
Social Workers
Occupational Therapists
Co-ordinators
Direct Payment Officers/admin
Community Support Assistant Managers
Disabled Childrens Support worker
Children’s Social Work & Psychology Services Plan 2013/14
March 2013 - Version 7
1
1
1
1
1
4.8
7.5
4
4
3.8
19.4
2
1
2
1
1
9
1.5
1
6
4
8.2
12
12
1
3
18
1
10
1
2
2
2
1.6
1
3
1
1
3
2
16.8
6
1.6
4
3
15.3
3
Residential Short Breaks Service
Service Manager
Centre Managers
Deputy Centre Managers
Senior Residential Workers
Residential Centre Workers
Care Assistants and Night Care Assistants
Ancillary Staff
Business Support and administration service
Senior Manager – Business support and administration
Business Support Staff Social Work
Team Manager
Senior Support Officers
Business Support Officers and Performance data officers
Business Support Assistants
Finance administrators
Team Administrators
Admin Assistants
Residential & Short Break Administrators
Children’s Psychology Service
Senior Manager
Senior Educational Psychologists
Educational Psychologists
Trainee Educational Psychologists
Autism Advisors
Autism Support Workers
Early Support Development Co-ordinator
Early Support Co-ordinators
Early Support Workers
Scallywags Senior EP
Scallywags Workers
Early Years Senior Locality SENCOs
Early Years SENCOs
Senior Portage Workers
Portage Workers
Early Years Autism Workers
Early Years Autism Co-ordinator
Consultant Lead Clinical Psychologists
Specialist Clinical Psychologists
Consultant Child and Adolescent Psychiatrist
Art Psychotherapist
Clinical Psychologist
Assistant Psychologist
Drama Therapist in Training
In-reach Nurses
Jigsaw workers
CAMHS Senior Social Worker
CAMHS Social Workers
Children’s Specialist Social Work Service
Senior Manager Specialist Social work
Service Manager Children in care and contact service
Child in Need of Protection Teams (6)
Team Manager
Principal Social Workers
Senior Social Workers
Social Workers
Trainee Social Workers
Children in Care Teams (2)
Team Manager
Principal Social Workers
Senior Social Workers
Social Workers
Trainee Social Workers
Children’s Social Work & Psychology Services Plan 2013/14
March 2013 - Version 7
1
5
8
2
52
20
7.8
1
1
7
11
5
7.2
27.5
74
6.5
1
3
16.2
4
3
4
1
2.2
3
1
11
6
5.4
2
4.25
5.86
1
1
2.8
0.2
0.8
0.6
0.5
0.4
2
12
1.6
4.2
1
1
6
6
14
32.6
2
2
2
7
11.5
2
4
Specialist Family Contact Service
Team Manager
Senior Contact Workers
Contact Workers
Children in Care and Care Leavers Service
Senior Manager Children in Care & Care Leavers
Adoption and Permanence Service
Service Manager
Principal Social Workers
Consultant Social Worker
Social Workers
Social Workers
Targetted Youth worker
Family Support worker
Life Story co-ordinator
Recruitment & Marketing Officer
Family Placement Service
Service Manager
Assistant Team Manager
Principal Social Workers
Senior Social Workers
Social Workers
Family Placement Workers
Family Placement Risk Officer
Recruitment & Marketing Officer
Residential Service
Service Manager
Children’s Home Managers
Senior Children’s Home Worker
Children’s Home Workers
Ancillary Staff
16 Plus Service (Leaving Care Team)
Team Manager
Principal Social Worker
Senior Social Workers
Social Workers
Personal Assistants
Housing Officer
Outreach Service
Team Manager
Senior Outreach Worker
Outreach Workers
Quality Assurance & Safeguarding Unit
Senior Manager Quality Assurance & Safeguarding
Assistant Safeguarding Managers QA
Principal officers Cp and Review
Local Safeguarding Children’s Board
Safeguarding development Manager
LSCB Training Manager
CSF Safeguarding officer
LSCB Business Manager
LCSB Administrator
LCSB Training Administrator (Temp)
Business Support officer/administrators
Child protection administrators
Principal Child and Family Social Worker
Principal Child & Family Social Worker
Principal Social Worker (Practice educator)
Practice Educators
Co-ordinator for Specialist Social Work Training and administrators
Children’s Social Work & Psychology Services Plan 2013/14
March 2013 - Version 7
1
3
24
1
1
4
1
4
6.3
1
1
1
0.5
1
1
4
4
16.6
10.3
1
0.5
1
5
12
38.5
4.4
1
2
2
7.4
8
1
1
3
18
1
2
10
1
1
1
1
1
1
3
9
1
1
4.6
3
5
Resources
Inflation/Growth Cuts
2012/13
2012/13
Original
£m
Revised
£m
£m
0.548
0.690
0.702
2.750
3.402
3.488
22.399
20.780
21.174
4.746
6.336
6.456
4.023
2.151
0.993
1.297
182001 - SLT Budget increase due to the absorption of part
of the SENDI Management Team
182002 - Social Work Business Support CSWPS
Business Support budget increase due to the absorption of the
SENDI Service and the Transfer of KMT Budget from the CQP
Service
2013/14 2014/15
£m
2015/16
£m
£m
£m
0.702
0.718
0.732
3.128
3.197
3.268
21.195
21.622
22.054
(0.327)
6.149
6.293
6.441
2.199
(0.208)
1.997
2.052
2.109
1.325
(0.100)
1.225
1.254
1.284
(0.342)
18220D - Children in Care Services Reduction in budget
due to the Short Break respite service being transferred to the
Disabled Childrens & Therapy Service the transfer of Crisis
Support to the Children in Need service and the transfer of
Family Contact Workers to the Specialist Childrens Social
Work service . This is off-set with the transfer of Adoption
Unit/LAC Individual Payments and CICESS from Childrens
Psychology Service (Formerly the Children in Care function)
18230D - Specialist Children's Social Work
ServiceBudget increase due to the transfer over of the
Children in Care Permanance Teams from Childrens
Psychology Service (Formerly the the Children in Care
function) and the transfer of Family Contact Workers from
Children care services. This is off-set with the transfer of
Residence & Special Guardianship from Specialist Childrens
Social Work service to Children in Care services
18240D – Children’s Psychology Services: Budget
decrease due to the transfer of Adoption Unit/LAC Individual
Payments and CICESS from Childrens Psychology Service
(Formerly the the Children in Care function) offset with the
absorption of the Inclusion Support function from the SENDI
Service
18250D - Safeguarding Children Standards Unit
Budget Increase due to the creation of the Child protection
Admin team transferred from Business Support
Children’s Social Work & Psychology Services Plan 2013/14
March 2013 - Version 7
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18251D - Contact Referral and Assessment Social
Transfer of the Family Assessment Unit function from the
Children in Care Service to the CRA Service and the Re Design
of the CRA Social Worker Teams Work Service
2.835
2.779
2.829
2.835
2.894
2.953
18260D - Training Unit [Social Work]
0.429
0.430
0.444
0.445
0.461
0.477
to the creation of the new Children in Need Service and the
transfer of the Crisis Support function from Children in Care
services
0.000
2.377
2.422
2.426
2.476
2.526
18280D - Disabled Children's Services Increase in
budget due to the absorption of the Disabled Childrens Service
from the SENDI service and the transfer from the Children in
Care heading of the Short Breaks Respite service.
0.000
8.255
8.366
8.436
8.619
8.808
38.723
48.496
49.407
48.540
49.585
50.651
38.723
48.496
48.541
49.585
50.651
18270D - Children in Need Services Budget incease due
TOTAL NET BUDGET
Prepared by:
Job Title:
Directorate:
Date:
(0.977)
Jack Cordery
Head of Children’s Social Work & Psychology Services
Children, Schools & Families
February 2013
If you would like this information in another format please contact:
Cornwall Council
County Hall
Treyew Road
Truro TR1 3AY
Telephone: 0300 1234 100 or Email: [email protected]
Children’s Social Work & Psychology Services Plan 2013/14
March 2013 - Version 7
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Children’s Social Work & Psychology Services Plan 2013/14
March 2013 - Version 7
1