Here we’ll look back on the areas of work we set out to achieve during 2021-22, and provide an update on what actually happened.
Multi-Agency Safeguarding Hub (MASH) pilot
Last year we talked about the upcoming MASH pilot, where officers from Social Care, Health, and North Wales Police work together to safeguard adults and children in Conwy. The pilot was launched in June 2021, processing adult safeguarding reports only at first, with children’s reports following in November.
We are already seeing the benefits of working in a multi-disciplinary way, with joint working offering:
- Better informed decision-making due to combined knowledge of each agency.
- A ‘bigger picture’ approach, ensuring that when reports for individuals at risk are received, all factors have been taken into consideration during screening process.
- Fewer delays, which would previously occur when decisions were made in isolation, or information was incomplete.
- More effective and efficient ways of working.
- Identification of repeat concerns which may previously have gone unnoticed for longer.
In the future we would like to increase our face to face co-location in the office, specifically allowing the North Wales Police Researcher to work alongside Local Authority colleagues to facilitate information-sharing. As we enter Phase Two of the pilot we hope to welcome other agencies, and plan to link in with Education, the Youth Justice Service and Health to establish what contributions they can make to the MASH.
Implementation of Mind of My Own app
In last year’s report we told you about our plans to introduce the Mind of My Own app which allows children and young people to have their say and have their voices heard (in addition to other channels of communication). The app was launched in 2021 for children and young people who come into contact with our services. The apps can be used on a smartphone, tablet or PC/laptop. Children as young as three are able to use the apps and children and young people can either be supported to use them or continue on their own. Figures suggest that there is good usage of the app and we are already seeing improved outcomes, for example, improved engagement with children and young people who are looked after, increased communication channels to assess child safety, and more modern and preferred methods of engagement.
What were the challenges?
The main challenges have centred on promoting usage of the apps within a broad age group of children and young people, and ensuring that the apps support our work with children and families in strengthening the voice of the child. Since June 2021 however, we have seen a steady rise in the numbers of children and staff members who use the apps.
What’s next?
We are planning training sessions which will commence shortly. To raise further awareness amongst staff, we have created an intranet page to find out more about Mind of My Own, complete with links for staff to book onto a training session. We have signed up to the Mind of My Own initiative for two years, and hope to evaluate its effectiveness in that time.
Centralisation of absence inputting by the Staffing Hub
Last time we told you about the implementation of the Staffing Hub as a response to the need to capture staff data, particularly staff absence rates, due to the impact of the Covid-19 pandemic. The creation of the Staffing Hub was to ensure that we had sufficient cover to provide frontline services in the event of an outbreak. Over a year on since its implementation, the Staffing Hub has been adopted as ‘business as usual’ and has been integrated into the Workforce Business Support team workload. This team is now responsible for inputting all staff absences from across the whole service.
Accessing bank staff to provide additional support
The Covid-19 pandemic created an urgent and unforeseen shortage of care workers within care homes across North Wales. As part of a memorandum of understanding with BCUHB, it was agreed that BCUHB bank staff would be deployed to support care homes. Conwy acted as a lead local authority for North Wales in working with BCUHB to establish these arrangements.
What’s next?
We are working towards the development of a regional social care agency which incorporates BCUHB bank staff. This would help to mitigate staff shortages in any future crisis situations, and provide resilience to the workforce. We are continuing to meet with our colleagues in BCUHB to work on an options paper for the Regional Workforce Board, and this will be presented at an up-coming meeting of the Board.
Adopting new Welsh Government Code of Practice and Performance Management Framework
We previously told you about the new Welsh Government Code of Practice and Performance Management Framework. Both the new Code and Performance Framework have been implemented since April 2020. The framework includes a new set of statutory national performance metrics, replacing our previous indicators. We are required to report on these metrics on an annual basis to Welsh Government. In the last twelve months, we have done a lot of work to ensure that our client management system is able to capture and report on the information required. Our main areas of work have focused on building the required reports to extract the information and ensuring accuracy of our data. We have also liaised with Welsh Government where further clarification or guidance has been needed.
The new Performance Management Framework has now been embedded into our business processes as business as usual. We continue to run reports for the new metrics on a frequent basis to ensure data accuracy and monitor performance at a local level.
Children’s Services Development Project
We have previously spoken about the purpose of the Children’s Services Development Project. The aim is to implement changes to ensure a safe, effective and financially sustainable service. The project plan focuses on four themes:
- Workforce and practice
- Reducing the rising numbers of Looked After Children
- Capacity to de-escalate children with complex needs
- LAC placement sufficiency, quality, stability and support
Workforce and Practice
In the area of Workforce and Practice, there has been progress on a number of the work streams, including commencement of our Multi Agency Safeguarding Hub. We will focus on these areas separately later in the report. We have implemented the new Fostering Team model and the Connected Persons Team. The team are fully in place and are delivering the remodelled service. We expect the outcome of this service development to see fewer of the children who live with family or connected persons being subject to Care Orders.
Reducing the number of Looked After Children
In reducing the rising numbers of Looked After Children, we have developed a Reunification Policy. The policy highlights the importance of ensuring, where appropriate, a child being reunited with their family, and details where this should be considered. The policy has been produced and is in consultation due to a number of national policy changes.
Enhanced foster placement sufficiency is an authority priority. Regionally there is a reduction in the number of people expressing an interest in fostering. New regional branding was created by Foster Wales in September 2021 which included a TV campaign. We are awaiting the impact of this national campaign, whilst continuing our own marketing campaign.
Capacity to de-escalate children with complex needs
Needs and Edge of Care. The team is fully in place and delivering the remodelled service. We expect that more families will receive timely interventions and therefore, strengthen their resilience and develop their own solutions.
We have implemented the Step Up/Step Down Therapeutic Support Model for Complex Needs. An external play therapist has also been recruited on a temporary basis until March 2022. There are a number of expected outcomes, such as the creation of a learning and development programme for social workers and carers, and upskilling social workers in using therapeutic approaches.
Looked After Children placement sufficiency, quality, stability and support
Despite initial delays to the project, the team continues to work with the most complex children and their families across Conwy and Denbighshire, with a view to preventing long-term accommodation, and keeping families together.
We are aiming to increase ‘move on’ accommodation options for care leavers. Analysis is currently being conducted to identify the number of places in the accommodation provision we have as an Authority that are: (a) available for 16 and 17 year olds (care leavers and those who present as being young homeless) and the number occupied by LAC (b) available for 18-25 year olds, and of those, how many are occupied by care leavers. A working document has been created for all young people aged 16-18 years, considering the current housing situation and future housing needs. This will be reviewed quarterly.
Single Person Accommodation Units
In our last report we touched upon the lack of accommodation for young people in university to live in during the holidays, as well as a lack of respite accommodation for ‘When I am Ready’ placements. The lack of appropriate accommodation can lead to bed and breakfast stays. We linked in with Cartrefi Conwy to be part of their Passive Housing Scheme which is made up of eight single-person accommodation units. The Personal Advisor Team trialled one unit.
The POD is now part of our accommodation options available to care leavers who require accommodation and support.
We currently have a young person in the pod that was previously living in an emergency B&B. Living in the B&B impacted upon their mental health due to the challenges of completing everyday tasks such as cooking. The young person loves the POD and feels that having somewhere to cook and live without disturbance (such as noise) has really helped improve their mental health and wellbeing. The young person has had the ability to focus on engaging with services such as Occupational Therapy.
What are the challenges?
During the early phases of the project we faced challenges related to ensuring the correct licenses were in place as this is the first project of its kind undertaken within the Vulnerable People Service.
Due to the design of the POD, we had to incorporate some elements such as not drilling or making holes in the walls as this would compromise the efficiency and sustainability of the POD.
There has also been some balancing required in terms of demand and schedules. For example, the young person in the POD has been allocated a new flat for May 2022 with a view that we have a young person returning from university in June 2022.
What’s next?
We will continue to review the Vulnerable People Accommodation Strategy. The service will continue to look at innovative ways to meet accommodation needs and work in collaboration with different organisations. For example, we are currently working on a collaborative project with Disability Services and North Wales Housing in Llanrwst. A one bedroom flat has been allocated to the Vulnerable People Service within the Llanrwst School disability project.
Relaunching the allotment service
In last year’s report we told you about improvements to the allotment service which has been running for some time within the Vulnerable People Service. However, due to the Covid-19 pandemic and a series of lockdowns, the service had to halt group work, allowing the support workers to develop the service.
During this last year, the Intervention and Support Workers within the Vulnerable People Team have worked really hard to maintain the allotments and ensure that they offer a safe space for the individuals that use them. At times the allotments have had to be closed to individuals due to Covid-19. We have completed a risk assessment and reviewed this continuously alongside government guidance.
The allotments have recently reopened and we currently have four individuals visiting regularly and using the allotment to support their mental and physical wellbeing.
What are the challenges?
The biggest challenge has been the ongoing Covid-19 restrictions regarding face-to-face contact. This has prevented individuals from being able to attend their allotments and Vulnerable People staff have been maintaining them in the interim.
What’s next?
We will continue to review our risk assessments in line with government guidance. The allotments will be fully reopened, and the Mental Wellness Team will start to use them as part of their therapeutic work with individuals.
We are looking forward to planning some healthy eating cooking sessions with individuals, using food grown at the allotments!
