Staff Development in the Community & Social Services Directorate

STAFF DEVELOPMENT IN THE COMMUNITY & SOCIAL SERVICES DIRECTORATE

1. Purpose of the report:

This report presents a review of staff development in the Community and Social Services Directorate (1.4.00-31.3.01), and makes recommendations regarding the coming year to 31st March 2002

2. Staff Development in the Community and Social Services Directorate

2.1. Introduction

The Community and Social Services Directorate is continuing to go through significant levels of change reflecting both Central and Local Government initiatives. In the report submitted last year, some of the key features of these initiatives, along with the implications for staff development in the Directorate were outlined. A staff development strategy for responding to these initiatives was identified.

This first part of this report will reaffirm this strategy, outline subsequent initiatives and clarify further the implications for the Directorate.

The second part of the report provides a training needs analysis, which outlines the agreed staff development strategy for the Directorate to meet its service objectives over the next three years. It will also detail the contribution that the Training Section can make to this strategy.

The third part of the report focuses on the coming year (2001 - 2002) and outlines the service level agreement between the Training Section and the Community and Social Services Directorate, along with the objectives, priorities and targets for this period. Together these will enable the Directorate to respond to the pressures, changing demands, priorities and requirements over the next three years. This section will also detail a projected budget to be made available to support the staff development needs for the coming year.

2.2. Policy Context

2.2.1. The City Councils’ Strategic Plan (1997 - 2007) provides a clear direction for all staff, to enable them to maximise their contribution. The plan identifies that a confident, competent and motivated work force is the most important asset the City can have to provide a quality service to its citizens. It is committed in rigorously pursuing the support and development of its staff to enable them to deliver services to our citizens to the best of their ability.

2.2.2. The Services Plan of the Community and Social Services Directorate outlines how the Directorate will assist the City Council achieving its strategic plan. It identifies key priorities, objectives, targets and performance indicators.

The Service Plan identifies a key objective of people management. This is to assist the Directorate to achieve its aims and objectives by ensuring the effective utilisation and development of its staff.

2.2.3. Personnel Services within its key services objectives identifies the need to assist the authority, through its people, to achieve its corporate aims and objectives. It aims to promote a culture which enables, empowers and encourages all employees to realise their full potential in a safe and healthy working environment.

The Training Section is part of the outstationed Personnel and Training Section, in the Community and Social Services Directorate. The ‘outstation’ model for delivering personnel and training services is under review within the City Council, the outcome of this review is expected shortly.

At the moment, staff from both Directorates continue to work together in the Training Section.

The report is therefore presented jointly, to reflect the existing close working relationship between staff of the Community and Social Services Directorate and The Personnel Services Directorate.

2.3. The Government White Paper - ‘Modernising Social Services’

A strong agenda for change is facing Social Services Departments. Common themes affecting staff development were encapsulated in the White Paper - ‘Modernising Social Services’.

The White Paper indicates the Directorate will need to;

a) Develop its workforce analysis and planning techniques such that it has mechanisms in place to enable a clear understanding of the work force that is required. This will be in terms of numbers of staff and skills required, but will also need to detail the role of staff and how these skills will be deployed.

b) Ensure good quality supervision and management of staff

c) Ensure that individual objectives are related to service objectives

d) Ensure as much training as possible is delivered multi-disciplinary & multi-agency

e) Develop education and training geared to the new agenda. This suggests a number of areas for consideration.

Firstly to develop links with education and training organisations in order to influence a supply side that it is capable of delivering high quality and appropriate training (i.e. influencing the labour market).

Secondly, to provide education and training within the Directorate that ensures staff have the necessary skills and knowledge for safe, effective and lawful practice.

Thirdly, to provide appropriate training and development opportunities to ensure that the Directorate can meet the requirements of the newly forming regulatory body for social work - the General Social Care Council (G.S.C.C.).

Finally, to provide continuing professional education and development, which will include meeting registration and re-registration requirements.

2.4. ‘Quality Protects: Transforming Children’s Services’

Management Action Plans responding to ‘Quality Protects’ are submitted annually to the Department of Health. This coming years plan details the Community and Social Services Directorate’s commitment and plans regarding its human resources strategy, which covers;

• Continuing to address, as a priority, qualifying training in the following areas; NVQ3 – Caring for Children and Young People Award – both for Residential Social Workers and Foster Carers, Post Qualifying Accredited Child Care Award and part one of the post qualifying framework.
• Training to improve the safety of the social care workforce.
• Training to continue to implement the Assessment Framework
• Improving the Directorates ability to provide practice placements for students on the Diploma in Social Work

This plan has a significant influence on the priorities and targets for staff development. Included within the third section of this report are the priorities for training activity for the next twelve months of this plan

2.5. The Government White Paper - ‘Modernising Mental Health Services’, and subsequent key documents

The White Paper provided the long term strategic vision for mental health services, in order that they would become ‘safe, sound and supportive’. In addition, the National Service Framework (NSF) was introduced in autumn 1999. This establishes national standards for the provision of services across health and social services. A Workforce Action Team was established to address the workforce, education and training implications of the NSF. A framework and list of the practitioner capabilities required to implement the NSF has now been published – “The Capable Practitioner”. The Mental Health Act White Paper (December 2000) sets out proposals to deal more effectively with the problems posed by people who refuse to accept treatment and pose a risk to themselves or others. Finally the NHS Plan (July 2000) proposes a radical shift in the way that mental health services are to be delivered.

From the above key, linked documents the following staff development implications are strongly indicated;

• A new legislative framework will be introduced which will impact on Approved Social Work training and include the need for more structured ‘refresher training’ for Approved Social Workers. Guidance, released in March of this year, is currently being considered.
• Greater emphasis on joint planning at a strategic level across Health and Social Services with an increase in multi-disciplinary/multi-agency teams.
• Integration of the assessment and service planning mechanisms for individual clients, namely the Care Programme Approach (Health led) and the Care Management Approach (Social Services led).
• Improving multi disciplinary and interagency communication, information sharing and team working.
• Focussing training on non-professionally affiliated staff – including those in the independent and voluntary sectors.
• Focussing training on effective Risk Assessment and Risk Management.
• Focussing training to carry out effective assessment of carers.
• Preparing staff to work in ‘Assertive Outreach Teams’
• Preparing staff who deal with complex and special needs; Forensic, Dual Diagnosis and people with personality disorders

Training Section is working with the Directorate, Mental Health Services of Salford NHS Trust and the Local Implementation Officer to further develop a Mental Health Training Strategy that responds to the above agenda. This year, a joint mental health training strategy/ training plan will have been produced by the end of April. This will influence the priorities and targets for training in the coming year. Further details are provided in the third section of this report.

2.6. National Training Strategy for Personal Social Services

The Social Services White Paper - ‘Modernising Social Services’, the National Priorities Guidance and ‘Modernising Health & Social Services: Developing the Workforce’ have made clear the Government’s determination to raise the quality of personal social services. The 1998 Comprehensive Spending Review identified the need to secure a quantitative and qualitative improvement in the qualification levels of the whole workforce.

The Training Organisation for Personal Social Services (T.O.P.S.S.) published “Modernising the Social Care Workforce – the first National Training Strategy for the Social Care Workforce in England” in April 2000.

The Training Strategy emerged from a skill analysis, which attempted to look forward as well as at current needs, and which described the skill shortages, gaps and mixes. From this analysis, a clear framework of qualifications is emerging for the whole of the social care workforce. With this emerging framework, will come clear targets for achieving a qualified workforce. Priorities for training provision relating to the implementation of Government policy have already started to be identified and funding via the Department of Health’s Training Support Programme will assist the Directorate achieve the training targets.

In turn, the priorities for funding via the Training Support Programme will significantly shape the Training Plan in this and subsequent years. Amongst other areas, it is clear that priority will need to be given to the following areas;

• Improving the quality of Children’s Services. A target has been set for ALL Residential Social Workers to achieve NVQ3 by 2004 (in anticipation of registration with the G.S.C.C.) and for 7000 staff (nationally) to have gained the P.Q. Accredited Child Care Award by 2006.
• Improving the quality of Foster Care by ensuring appropriate training for Foster Carers is available, including access to NVQ Level3.
• Improving the quality of the Domiciliary Care workforce, by ensuring staff have achieved NVQ Level 2. A target of 50% by 2004 has been identified.
• Improving the quality of Residential Care for Adults by ensuring appropriate qualifying training. The outcome of the consultation period on the DRAFT Occupational Standards for Registered Managers (Adults) is expected shortly. It is anticipated that National Minimum Standards will specify that Registered Managers should be appropriately qualified as practitioners and as managers. It is probable that the practice elements will be demonstrated by holding an appropriate nursing, social work or social care qualification, whilst the Registered Manager award will demonstrate managerial competence.
• Improving the safety of social care workers.

2.7. The Government White Paper – ‘Valuing People’, A New Strategy for Learning Disablity for the 21st Century.

This white paper establishes a vision for learning disability services in the 21st Century. Contained within it is a Government Objective around workforce training and planning which is “ to ensure that social and health care staff working with people with learning disabilities are appropriately skilled, trained and qualified; and to promote a better understanding of the needs of people with learning disabilities amongst the wider workforce”.

In order to address this, Learning Disability Partnership Boards will be required to develop a workforce and training plan. These plans should cover all sectors within the area of the board (including the needs of the independent sector) and demonstrate how service users and carers are being involved in training and workforce matters.

In order to progress the content and quality of workforce training, the government (in April 2001) introduced the Learning Disability Awards Framework (LDAF), to provide a recognised route to qualification and career progression for care workers in learning disability services. It is based on two new vocational qualifications - to be extended to include a further two at a later date.

The new qualifications provide a comprehensive summary of learning outcomes, mapped against occupational standards and so have a clear relationship with National Vocational Qualifications in this area.

Two ambitious Government targets around training are also detailed within this white paper;

• From April 2002, all new entrants to learning disability care services should be registered for qualifications on LDAF.
• By 2005, 50% of front line staff should have achieved at least NVQ level2.

Funding to address this agenda has been identified in Appendix 6 of this Training Plan.

2.8 . Health Act 1999./ Health and Social Care Bill

The Health Act 1999 provides a legal framework to enable joint delivery of services with the NHS through joint /lead commissioning, joint management structures, joint provision and pooled budgets. The Health and Social Care Bill introduces the concept of Care Trusts for delivery of social services in many areas.

Together these will rapidly drive forward an agenda, which includes more integrated services.

Joint training between agencies will consequently feature far more prominently, and is expanded on in more detail in section 3.5.5. of this report.

2.9. In line with current Central and Local Government thinking, this training plan is designed to be transparent in its presentation, encourages accountability, is clearly targeted in its resource allocation and consistent in detailing how it will assist the Directorate in meeting its strategic and operational objectives through its training activity.

3. A staff development strategy - 2001 - 2004

3.1. Introduction

A staff development strategy for the future, to assist the Directorate in meeting its business objectives, was identified in the previous two years reports. Five priority areas have been identified for the Directorate. Four of these are encompassed in the need for the Directorate to enhance its capacity, through its staffing, to meet its business objectives. The need to develop leadership skills within the Directorate is identified as a separate area.

3.2. Enhancing the capacity of the Directorate through its staffing, to meet its business objectives

3.2.1 Work force Analysis /Planning

As noted earlier, workforce analysis and planning is clearly identified by the Government as a priority. “With a large, diverse workforce it is essential that employers have a clear sense of their workforce, have carefully analysed the sorts of skills and people they need to achieve their business objectives, and can plan and direct the available resources for training to where they are needed” (Modernising Social Services, Ch.5). The Training Plan needs to support the achievement of the emerging workforce plan.

3.2.2. Qualifications Framework

Alongside the General Social Care Council’s (GSCC) role in setting standards for training in social care, the Training Organisation for Personal Social Services (TOPSS) has established a national training strategy for social care which has defined the new agenda including;

• A qualifications framework – though further development work is needed by TOPSS in many areas
• Targets for achievement of a qualified workforce (highlighted in 2.6. of this report)
• The above to prepare for registration of staff with the General Social Care Council
• Target of 3% of staffing budgets to be used for training leading to qualifications – by 2005
• Target of 15% of costs to be met by employees - in time or money – by 2005

3.2.3. Career Pathways

Staff career planning and development was identified in last years training plan as a priority for development. The National Training Strategy emerging from TOPSS will in most cases provide the framework.

3.2.4. Ensuring that individual objectives meet service objectives

Training Section continues to work closely with operational mangers to make sure that training resources are targeted effectively. This means increasingly that resources are targeted towards ensuring safe, effective and lawful practice. It also means (along with supervision and appraisal) targeting training resources to ensure that individual objectives meet service objectives. This is the rationale for programmes and activities being included in the courses planned for 2001 - 2002, identified in Appendix 6.

Within this overall approach, it is useful to highlight four particular priority areas;

• Mental Health Training Strategy;

A strategy for Mental Health Development in Salford continues to be developed. Alongside this, funding via the Mental Health Grant details training priorities (identified in 2.5 of this report). Progress in this area will need to be a key priority for the coming year and is identified in Appendix 6.

• Quality Protects - Transforming Children’s Services;

The recent ‘Management Action Plan’, approved by Cabinet, has been submitted to the Department of Health. Part of this plan includes a Human Resource Strategy. Priority in the coming years will be on NVQ3 Child Care, the Post Qualifying Child Care Award, NVQ3 for Foster Carers and appropriate skills based training to ensure that M.A.P. targets will be achieved. Details are included within Appendix 6.

• National Vocational Qualifications;

The Community and Social Services Directorate continues to recognise that development of NVQ’s is essential to enabling quality care delivery, with all staff working to the same standards. Progress in this area has been significant. Assessment Centre status was achieved in 1999.

Resources have been identified within this training plan for supporting the assessment strategy and making adequate arrangement for delivering underpinning knowledge and Assessor training and support via dedicated resources from within the Training Section. In this way an effective partnership has developed which will ensure that Directorate targets can be achieved.