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Adult Principal Social Worker Annual Report May 2024

Contents

A lady in a wheelchair sat with a social worker

Foreword

I am delighted to present the Annual report for the Adult Principal Social Worker (PSW) for 2023-24. This report provides an overview of the role of the PSW and the work which has been undertaken at North Lincolnshire Council to support excellent quality social work practice and areas of development which are being progressed. The report provides an opportunity for oversight of our statutory responsibilities in relation to social work, safeguarding and Deprivation of Liberty Safeguards.

Excellent quality social work practice cannot be achieved in isolation and at North Lincolnshire we pride ourselves on working well together in a One Council approach, and beyond with partner organisations. I would like to take this opportunity to thank all staff, leaders and partners who work tirelessly, creatively and passionately supporting the delivery of adult social care and excellent outcomes for people, enabling them to live in their own homes, families, jobs and communities.

I am new to the role of the PSW and to North Lincolnshire. When I started in August 2023, I was struck by the relationships that were forged between staff and their teams with a real priority to work together. Staff feel they are well supported and encouraged to learn and develop. They were able to articulate a clear approach to practice that aligned with our practice model and demonstrate a clear commitment to achieving the best outcomes for the people they are working with.

This year has been particularly distinctive, with North Lincolnshire being part of the Care Quality Commission pilot inspections of local authorities in relation to Care Act duties receiving an indicative rating of good. Staff worked diligently to prepare and pulled together to support each other through the unknown. The process put a spotlight on all the excellent work that happens routinely across adults and health.

I am committed to continuous learning and development alongside my colleagues in the leadership team and the social work workforce. We strive to know ourselves well, to focus on areas of development and be open to change. Our aspirations for development are highlighted within this report.

I hope that you enjoy reading this report and that it does justice to how proud I am to be a leader of social work in North Lincolnshire and of our amazing social work workforce.

Becky Jackson

Adult Principal Social Worker

Role of Principal Social Worker

The role of the Adult Principal Social Worker is set out in the Care Act 2014.

The purpose of the role is:

  • To ensure that the highest standard of social work practice is imbedded across the organisation, by providing skilled and experienced leadership and practice knowledge to social workers and social care practitioners, the organisation and its partners.
  • As a member of the senior management team, contribute to the strategic leadership of services and develop and implement standards which provide a cohesive and high performing social work workforce, embraces cultural change and improves strength-based practice with our citizens.

The role of a Principal Social Worker includes:

  • Supporting the organisations vision and priorities both internally and externally.
  • Leading adult social work practice, research, supervision and reflective practice that recognises the strength of individuals.
  • Championing the rights of citizens in the context of professional ethics and strategic decision making using a legal and human rights framework.
  • Ensuring the LGA Standards for Employers are upheld.
  • Leading in disseminating learning from SARs to both managers and practitioners.
  • Working closely with HEIs and universities to ensure good social work education and programmes that compliment local authority priorities.
  • Advise DASS on complex cases, ensuring statutory responsibilities are discharged effectively.
  • Leading on professional development of social workers, ensuring recruitment and retention are effective.

Social Work and Carers teams

Our social work teams work with adults and their families as well as children and their families who are transitioning from children’s services. Our carers team work with the carers of people who require a specialist approach.

Our team’s work is driven by the Care Act and involves:

  • Providing high quality information and advice.
  • Supporting people to connect with their community and circle of support.
  • Assessment of care and support considering eligibility.
  • Where appropriate, assessing mental capacity.
  • Arrangement of appropriate care and support.

Here are some numbers that show the work our carers teams carry out:

  • Our Carers team are currently supporting 644 carers.
  • 1712 reviews of care and support needs completed.
  • 3476 referrals were received to the Single Point of Access.
  • Our social work teams are currently supporting 3150 people.
  • 1512Mental Capacity assessments completed.
  • 2115 Care Act assessments completed.
  • 194 carers supported to have an assessment or review.
  • 174 carers supported with a direct payment.
  • 1320 Best interests decisions made.

Man in a wheelchair making a cup of tea

Social Work Practice

Key Achievements:

  • We have redesigned our Carer Assessment to take a more strengths-based approach to the conversation which focuses on the Carer and what they can and want to achieve. Support planning is evolving to deliver more practical support and the work the team do is taking an approach to being solution focused whilst acknowledging the challenges faced on a daily basis.
  • Our Trusted Reviewer pilot has had positive outcomes for people. We have key people from care agencies supporting with reviews of care and support.
  • Enhancing support available to younger adults with additional needs, autism, mental health and learning disability to access volunteering and employment opportunities has been a priority. We’ve linked up with North Lincolnshire MIND, to offer practical experience in Ironstone Café. The project will support people to link in with other VCSE partners and private businesses. Action Station will continue offering support with CV writing, job search and interview skills through the hubs.
  • Successful recruitment to the out of hospital housing coordinator post which means that people facing homelessness or housing  issues in hospital can be supported in a timely way.
  • We have strengthened & refreshed the Practice Assurance Forum with a core panel and consistent approach aligned to our practice model.
  • Of the referrals and enquiries, the SPA team receive, over 50% of people have been supported by information, guidance, signposting, and low-level referrals.
  • A discharge facilitation form has been developed and implemented which ensures correct information is gathered to facilitate a safe and timely discharge from hospital.
  • We are currently undertaking a specific project with an ultra-focus on short stay placements to reduce length of stay and support people to return home sooner following a hospital stay. The project will ensure more timely assessment on discharge and appropriate support provided to ensure a smooth return home.
  • We have launched a new care and support plan coproduced with the workforce and are currently working on remodelling our assessment. This work has a goal of enhancing the workforce’s focus on people’s goals and priorities whilst strengthening alignment with our practice model.

Safeguarding Adults

We ensure we are Safeguarding Adults supporting people to live safely and independently, preventing harm and reducing the risk of abuse or neglect to adults with care and support needs. Working with people in a way that supports them in making choices and having control about how they want to live is integral to adult safeguarding.

Key Achievements:

  • The launch of an online safeguarding form has led to increased quality and accuracy of information and more effective triage.
  • Development of the ‘my journey’ safeguarding feedback forms to evidence the impact safeguarding interventions have had on people.
  • Introduction of a co-located Independent Domestic Violence Advisor (IDVA) within the team.
  • The implementation of the Forensic Examinations pilot has provided a consistent, and clear process when responding to suspected non-accidental injuries.
  • Delivery of safeguarding awareness raising sessions to local mosques, churches and various groups within the voluntary sector.
  • Development and implementation of the updated threshold guidance.

Assurance:

  • We have developed a bespoke audit tool for safeguarding concerns and enquiries.
  • The audits are coordinated with Practice Assurance Reviews with a shared action plan.
  • Our data dashboard has been developed and expanded which enables themes and trends to be identified quickly.
  • We have one SAR ongoing and have 0 completed SARs from this year.

Young man with older woman cooking in the kitchen

Mental Capacity Act & DoLS

The Deprivation of Liberty Safeguards (DoLS) Team work with people who are, or who may be deprived of their liberty. DoLS ensures that people who cannot consent to their care arrangements in a care home or hospital are protected if those arrangements deprive people of their liberty. Arrangements are assessed to check they are necessary and are in the person’s best interests. Representatives and rights to challenge a deprivation are other safeguards that are part of DoLS.

The total number of DoLS applications received during 2023/24 was 1375, which is a 9.9% increase in comparison to the previous year. Over the last 4 years the number of applications being received has increased. Despite the increases the team have continued to manage applications effectively, with the number of applications awaiting to be assessed remaining low.

  • Continual development of MCA training / education aimed at practitioners and partners, ensuring that it is up-to-date with current case law.
  • Redesign of the MCA, best interests recording tool, across both Adults and Children’s Services, to support understanding, good practice and implementation of the MCA.
  • Strengthened the Best Interest Assessor rota, enabling additional assessments to be completed by trained staff within the Social Work Teams, enhancing skills and knowledge across the workforce.
  • Developed a process system to ensure that Renewal applications are received in a timely manner. Leading to a decrease in the number doctors assessments required, providing value for money, ensured applications are received in a timely manner and the rights of the people protected.
  • Developed processes to monitor conditions attached to DoLs Authorisations to ensure the best outcomes for people of North Lincolnshire.
  • Continued to review and enhance the MCA training / education aimed at practitioners and partners and provide updates on case law and best practice. The most recent feedback from training sessions evidences that participants found it a valuable experience and was an opportunity to further strengthen relationships.

DoLS Feedback:

  • ‘I enjoy being part of the dols assessments, I find them really useful and interesting. It’s good to see the assessors working and how they come to their decisions. The assessors are always polite and respectful to the staff and service users, they are all lovely. Assessments get completed within a good timescale.’
  • ‘I just wanted to say you made our day yesterday. You are such a warm lovely lady; do you know a good Social Worker I can ask for because I know I can’t have you. I really want you as you are the best.’
  • ‘We were impressed by the respect, patience and understanding you showed, you gave time to process her replies and asked your questions differently if she appeared to not understand. Your approach was very clear, calm and we felt all appropriate matters were covered.’

During the recent Care Quality Commission (CQC) Assessment Pilot for North Lincolnshire, inspectors found that:

Deprivation of Liberty Safeguards were well managed, there was no waiting list and conditions were used effectively to support independent and wellbeing.

Practice Assurance Framework

Our practice assurance framework has been developed this year which involves various methods of gaining assurance of the quality of social work practice. This has strengthened the line of sight to practice and enabled us to have a holistic picture of the experience of people who our social work and carers teams work with.

  • Practice Assurance Reviews
  • Supervision Assurance
  • Feedback from workforce and PSW practice 1:1
  • Feedback from people
  • HR and Staffing
  • Good practice and lessons learned
  • Data and performance
  • Observations of practice
  • Policies and procedures
  • Budgets and finance
  • Authorisation processes
  • Training and development.

Strengths based, person centred and relational practice:

  • Person – enable them to do more for themselves.
  • Technology – Digital solutions to aid independent living.
  • Equipment/Adaptations – Every decision about care to include discussing on housing.
  • Family, friends, neighbours – Circle of support being part of the solution.
  • Community – Maximising community links/social prescribing.
  • Services/setting – Right support to the right time.
  • Personal Budget – Paid support is the last resort.

two women sat on a sofa drinking tea and chatting

Assurance themes

We have a well-established practice model and evidence of our strength based, person centred, relational approach.

The voice of the person is central in practice and recording. Our feedback from people evidences that they feel listened to.

Supervision is provided on a regular basis and is valued by the workforce.

The tools our social work teams use have been strengthened to enable better recording of accountable decisions and legal literacy.

Feedback:

  • ‘’The worker was the saviour for us really’’
  • ‘’The worker spoke in a way that was easy for my son to understand’’
  • ‘’The worker was lovely with all of us and especially with mum’’
  • ‘’Yes, my views were listened to – I was the most important person in the meeting’’
  • ‘’The worker was great. They listened to us, all of us and worked with us to get X the best care’’
  • ‘’She was absolutely brilliant. I couldn’t have asked for more. She made me feel like I wasn’t alone’’
  • ‘’The worker listened to me and saw x’s needs, so helpful and lovely. I can’t fault her. She was friendly and approachable’’

Practice Assurance Reviews

A key achievement this year has been the development of a more focused and robust audit process for social work practice which are also used to provide assurance in other areas of adults and health. We have called these Practice Assurance Reviews. The process is still evolving but is embedded within our management and leadership expectations.

Single Point of Access, Networks, LD, MH, Carers, Housing (Rehab & Recovery, OT:

Managers:

  • HoS, LO’s, PSW complete a review every month.
  • Protected time to come together to complete.
  • Feedback gathered from the person.
  • Outcomes fed back to the practitioner learning on individual level.

Pre-review document check:

  • Questions based on our practice model.
  • Scoring 1-5.
  1. Significant areas of development.
  2. Some areas of development.
  3. Good.
  4. Very Good.
  5. Excellent.

Practitioners:

  • All practitioners working directly with people will complete a review once a quarter.
  • This is a self review of a selected piece of work with a person. Followed by a reflective discussion in supervision.

Wider themes collated via PSW report – Action plan – Quality Performance Assurance Review (Held Quarterly)

Most practice review questions were scored as good, very good or excellent (67%).
We have no practice review questions where there were significant areas for development identified. In 33% of questions there were some areas identified which are fed back to practitioners to aid practice development.

4 out of 5 of the questions assessed against were average score of good. The highestscoring question relates toaccountable decision making (Q4).The lowest scoring question relatesthe community first approach (Q3). Development of knowledge and application of the approach is being planned.

Employer Standards Health Check

We have recently received the results of the 2023-24 Employers Standards Health Check. We had a good response rate of 50% for registered social workers. We are third out of 138 local authorities in our results, and they are above regional and national averages as shown here. We are proud that our results evidence that we are ‘green’ (strongly agree/agree) in all areas of the employer standards.

The Standards for employers of social workers in England

  • Standard 1 – Strong and clear social work framework.
  • Standard 2 – Effective workforce planning systems.
  • Standard 3 – Safe workloads and case allocation
  • Standard 4 – Wellbeing.
  • Standard 5 – Supervision.
  • Standard 6 – Continuing professional development (CPD)
  • Standard 7 – Professional registration.
  • Standard 8 – Strategic Partnerships.

The Employer Health Check Results for social care workers had a response rate of 47%. All areas were rated green and amber (strongly agree/ somewhat agree) and amber (somewhat agree). However, there were some areas of development identified where scores were ‘neither agree or disagree’ or ‘somewhat disagree’.

Group of male and female social workers chatting and smiling

Workforce feedback

Best things about working for North Lincolnshire Council:

  • ‘Feeling supported and having the opportunity to develop.’
  • ‘I feel well supported, there’s always someone to speak to.’
  • ‘Peer Support.’
  • ‘I feel very privileged to have been placed in a local authority who are supportive and to have such a good PE.’
  • ‘Having a balance between work and family life.’
  • ‘You can pick up the phone and speak to another practitioner whether they are in your team and they will help.’
  • ‘It feels a safe environment to complete your first year of qualified employment.’
  • ‘As NQSW’s we have excellent support from the social work workforce development lead.’
  • ‘I feel consistently well supported throughout my placement.’
  • ‘The council is very supportive and accommodating in allowing you to progress in your role.’
  • ‘It can be hard at times, but we are in it together.’
  • ‘I’ve worked for NLC, and in the same team for the last 7 years. I like the management support in place for our team which helps me to practice safely and effectively. The training and progression packages are excellent. We have a nice office working environment, with home working which allows flexibility, helping to support a work life balance. I wouldn’t work anywhere else.’
  • ‘I am enabled to work flexibly and have autonomy.’
  • ‘We have good opportunities to work and develop.’

Workforce Development

Social Work Apprenticeship:

  • Retaining existing staff in caseworker and mental health officer roles supporting them to train to progress to registered social worker.
  • Extended to external candidates to support recruitment, reduce our vacancy rate and grow our future workforce.

Recruitment and Retention data:

  • We have 146 roles in our social work teams working directly with people.
  • Our turnover rate in 2023-24 for caseworkers, mental health officers, social workers, senior social workers, AMHPs and BIAs was just 5.4% with a 6.8% vacancy rate for these roles.
  • Average number of years in non-registered social work roles – 11.6 years.

Stats to show the success of development:

  • We currently have 10 social work apprentices.
  • In 2023/24, 7 ASYE’s completed, 2 Social work apprentices qualified as social workers.
  • 4 of our students who completed final placement with us this year now work for us as social workers.
  • Over the past 5 years 24 social workers have completed their ASYE with NLC – 30% have progressed to more senior roles – 96% have remained employed with NLC.

In 2023-24 we supported:

  • 4 social workers to train as Practice Educators (PEs)
  • 2 social workers to qualify as AMHPs.
  • 7 Newly Qualified Social Workers started their ASYE portfolio.
  • 7 Newly Qualified Social Workers currently completing their ASYE.
  • Total number of accredited PEs is 27 and 7 are awaiting training.

We supported 14 social work students in 2023-24 in different fields:

  • 5 in Mental Health
  • 3 in Access
  • 2 in Safeguarding
  • 2 in Networks
  • 2 in Learning Disability.

Social Work England

100% of our registered social workers were re-registered by the SWE deadline in November 2023.
We have had zero fitness to practice concerns this year.

We are a partner in the Humber ASYE external moderation panel. The feedback which has been provided this year via panel moderation is incredibly positive:

  • ‘The NQSW has received all support as outlined within the support and assessment agreement. The NQSW has been provided with adequate opportunities to grow and develop as an ASYE social worker whilst being afforded a safe and supportive space to do so.’
  • ‘The internal moderation is very thorough and supported the robust and well evidenced portfolio that has been completed. The portfolio is of a high standard and the internal moderation has recognised this.’

Achievements and Successes

  • Held a recognition event for adult workforce including those social work staff who has passed Social Work apprenticeship, ASYE, PE and BIA qualifications.
  • Co-produced refreshed tools for social work practitioners to use such as assessment and care/ support plan.
  • Social Work Team Winners – Best Team – DoLS and Effective Partnership Working – Trusted Review Team Pilot.
  • Rated ‘Good’ by CGC in pilot inspection.
  • More robust Practice Assurance Framework developed, and Practice Assurance Reviews piloted.
  • We have refreshed our internal ASYE moderation panel in partnership with children’s services.
  • Took over as lead authority for the Humber Social Work Teaching Partnership together with children’s services.
  • Shortlisted for ‘Adult Social Worker of the Year’ and ‘Social Work Employer of the Year’.
  • The practice model was rolled out and embedded.
  • Hosted World Workday event jointly with children’s services.

Priorities for 2024-25

Continued Development of Social Work Practice:

  • We have had a clear focus on practice development in the past year, particularly in relation to ensuring that practice aligns with our ambition for adults and that our practice model is embedded and utilised. Practice is developing and over the next year I will have a continued focus on enabling more people to remain in their own homes, families, jobs and communities.

Successful Implementation of System C:

  • It will be vital in the next year to ensure that System C is successfully implemented in a way that best complements our practice framework, policies, procedures and practice guidance. We want to ensure that the system complements excellent social work practice and improves the way we work.

Further development of practice guidance:

  • We have started key development of our suite of practice guidance in relation to social work to ensure that these are practical in supporting the workforce, legally compliant and cohesive. This work will continue with a particular focus on Assessment, Review and Mental Capacity Assessments.

Practice Assurance Reviews:

  • We want to finalise our Practice Assurance Review process following the pilot period currently ongoing, ensuring that we have embedded both managers and self-reviews of staff in our daily procedures.

Supervision:

  • We have planned a programme for our supervisors of practice which aims to ensure a more consistent approach to supervision whilst driving up our standards of excellence in supervision, which in turn positively influences practice quality.

EDI:

  • Working with our partners in the Humber Teaching Partnership we will have a focus on EDI and enhancing practice in areas such as anti-racism and cultural humility.

Social Work Apprenticeship:

  • We aim to extend our social work apprentice opportunity externally strengthening our reach to people passionate about social work, increasing our workforce and promoting a creative way to recruit social workers.

Career Development Framework:

  • We are committed to creating a clear visual career pathway into social work roles and progression for those registered social workers we employ to sustain our high levels of retention as part of the service review.

Training and Development offer:

  • We want to further enhance our training and development offer for social work ensuring that this is based around themes established from practice assurance.