enhanced senior management team. Revised leadership and Permanent Executive DCS appointed in Performance outcomes for Assistant First review of performance of ADs management capacity February 2015. Directors set for 2015/16. in August 2015. arrangements (phase 1 in place by October 2014). New HR leadership and governance Better grip of cases with unallocated Assessment teams and consistent implemented in March 2015. work almost eliminated. resource panels established in each Effective senior leadership area in April 15 and effectiveness of the service and Area based structures implemented and Vision and Purpose for service set and monitored and reviewed. demonstrable fulfilment of area plans produced. owned by senior and middle the statutory functions of management. Culture of high support and high the DCS role. Manager competency assessments expectations developed Area management: completed-top 80 managers. Increased focus on leadership and throughout the service with a focus disaggregating the management of social work practice. on having a strong grip on safeguarding service into 1 of the Practice Improvement casework and ensuring that social manageable with project has been carried out in all work interventions are purposeful. appropriate devolution and safeguarding teams to raise standards to streamlined key the minimum level needed to keep performance indicators. children safe. Sufficient management and professional expertise Investment in Leadership Development available to the front line and Practice Development via a safeguarding and family structured L&D plan. support teams. Defined management development pathway and individual development plans linked to capacity assessments. Refocus the performance and Quality Assurance and Performance QA framework agreed March 15. Appointment of Chief Social quality assurance frameworks Framework defined and drafted. Worker who will lead on delivering in line with the improvement In time scorecard for social work and for QA framework. plan priorities. HoS from business seconded to Business Family Support live in CareFirst. Change to develop in time scorecards, New file audit programme operational measures and outcomes. Audit programme agreed for 15/16. implemented.
enhanced senior management team. Revised leadership and management capacity arrangements (phase 1 in place by October 2014). Effective senior leadership of the service and demonstrable fulfilment of the statutory functions of the DCS role. Area management: disaggregating the safeguarding service into manageable with appropriate devolution and streamlined key performance indicators. Sufficient management and professional expertise available to the front line safeguarding and family support teams. Permanent Executive DCS appointed in February 2015. New HR leadership and governance implemented in March 2015. Area based structures implemented and area plans produced. Manager competency assessments completed-top 80 managers. 1 of the Practice Improvement project has been carried out in all safeguarding teams to raise standards to the minimum level needed to keep children safe. Investment in Leadership Development and Practice Development via a structured L&D plan. Defined management development pathway and individual development plans linked to capacity assessments. Performance outcomes for Assistant Directors set for 2015/16. Better grip of cases with unallocated work almost eliminated. Vision and Purpose for service set and owned by senior and middle management. Increased focus on leadership and management of social work practice. First review of performance of ADs in August 2015. Assessment teams and consistent resource panels established in each area in April 15 and effectiveness monitored and reviewed. Culture of high support and high expectations developed throughout the service with a focus on having a strong grip on casework and ensuring that social work interventions are purposeful. Refocus the performance and quality assurance frameworks in line with the improvement plan priorities. Quality Assurance and Performance Framework defined and drafted. HoS from business seconded to Business Change to develop in time scorecards, operational measures and outcomes. QA framework agreed March 15. In time scorecard for social work and for Family Support live in CareFirst. Audit programme agreed for 15/16. Appointment of Chief Social Worker who will lead on delivering QA framework. New file audit programme implemented.
Improvement%20Plan%20for%20Early%20Help%20and%20Children%27s%20Social%20Care%202015-2017%2020_%20%20%20.docx