Our workforce and how we support their professional roles, workforce development and learning.
Providing students with work-based experience and support
Our workforce team work closely with Bangor University and the Open University to offer student placements to those who want to develop a career in social care. This year has been particularly challenging as we have been unable to provide the usual levels of face to face support and have had to devise alternative ways to communicate and mentor our student cohort. With some extra preparation and creative use of technology we have been able to:
- Create a WhatsApp group for students to access informal support and social contact with peers
- Arrange a limited amount of face to face contact for first year students when it was safe to do so
- Provide a two-day checklist of background reading and learning to help students feel ready and equipped to resume their placements following a long suspension
- Introduce a formal Student Forum and informal student support groups which will be continued in the future
- Provide a Practice Educators support group to address wellbeing concerns
- Arrange short daily catch-ups to gauge wellbeing and to keep everyone informed and equipped to carry out tasks
As a result of these arrangements students felt that they were supported as part of a peer group during a time of crisis and when there was a real risk of them feeling isolated and cut off. The negative impact on their physical and mental health was reduced, and their motivation to proceed with their studies was maintained.
What were the challenges?
- There were concerns regarding learning gaps, especially as the way we deliver services changed during the pandemic
- Obtaining service user feedback proved difficult, especially for those who had no confidence with technology
- We had to acknowledge that we had all lost confidence during the pandemic, and could feel a loss of control and certainty. Students could pick up on this and feel it more acutely
- Uncertainty due to the placement suspension period
- First year students felt that they were starting all over again having only experienced 23 days of placement before lockdown
What’s next?
We will look at making more use of devices such as iPads and smartphones to improve connectivity between students, their peers and individuals receiving care and support. Use of Skype and WhatsApp for a more personable approach will be explored, and a comprehensive remote induction process will be devised.
To develop a whole-team approach we will make a conscious effort to arrange opportunities for co-working and observation even if this happens remotely. We will also plan a welcome session with the Director and a corporate induction with Human Resources. Nine of our existing social workers will become Practice Educators during 2021 and their role will focus on areas of concern for students, providing supervision and mentoring.
We have recruited six of the eight Conwy-hosted students into the Authority, and two ex-Glyndŵr students. We are planning to provide extra support during Year 1, to compensate for any gaps in learning due to the pandemic.
Gaining feedback on our performance
Feedback from individuals who work with us, or receive care and support from us enables us to assess how effectively we are performing our statutory duties and delivering on the Social Services and Well-being (Wales) Act 2014, and associated quality standards. Surveys are an essential tool for measuring our performance, and we value the opportunity to engage and improve.
Our financial resources and how we plan for the future
The Medium Term Financial Strategy (MTFS) sets out the Council’s strategic approach to the management of its finances and outlines some of the financial issues that will face the Council over the next four years.
The delivery of the strategy is dependent on the resources made available through Welsh Government (WG) settlements and on the success of the Council in aligning resources to its aims and priorities.
In 2020-21, the outturn for Social Services is projected to be within budget. For 2021-22, Social Services has, via the business case process, applied for, and been awarded, additional funding for anticipated increased cost pressures relating to Adult Social Care (£850k) and Looked After Children (£700k), and increases in costs associated with higher fees paid to independent providers of residential and nursing care, domiciliary care and supported living (£1,570k). The department has also had to identify budget savings of £665k, but these savings will have minimal impact of front-line care provision.
Participation and consultation
We recognise that our participation and engagement work has decreased as a result of the Covid-19 pandemic and to improve on this we have recently commissioned the Conwy Voluntary Services Council to conduct this on our behalf, recognising and hopefully drawing upon their experience in this area and their strong contacts within our communities.
What were the challenges?
Face-to-face engagement is much more difficult and the service have had to develop working through the use of social media and Zoom conferencing.
What’s next?
It is essential that Conwy residents and partners are involved in the production of our strategies going forward. The work that CVSC are doing with us will help form those strategies.
Regulation and inspection
During a Care Inspectorate Wales inspection in March 2020, a number of improvements were recommended to improve the service we provide to individuals in Conwy. During 2020 we gave attention to the following areas:
- Ensuring that the ‘what matters’ conversation pays heed to the voices of children being assessed, particularly in relation to their strengths and personal outcomes. This information is now clearly held within our new client information system, and training has taken place to further embed outcome-focused practice in everyday workloads.
- Working with individuals to ensure that their human rights are not being breached by being deprived of their liberty. Our Deprivation of Liberty Safeguards team are functioning through remote access to assess individuals, which is not ideal, but necessary due to Covid-19 restrictions.
- Consistently offering and undertaking carers assessments and ensuring that we focus on ensuring that opportunities to support carers are not missed or delayed. One of the challenges we face is that many carers do not regard themselves as such, and simply see themselves as a loved one. The Director chairs a strategic carers meeting dedicated to supporting carers and attended by councillors, senior management and senior staff from third sector organisations that support carers.
- Working with BCUHB to jointly commission services for disabled people with complex needs, and their families. We are currently working together to support four complex individuals with local accommodation, so our relationship with Health is an ongoing and effective partnership.