South East Memorandum of Cooperation Agency Event Julie Fisher - Deputy Chief Executive and DCS Surrey County Council

Welcome & Agenda Tea and coffee available Welcome and introduction Julie Fisher Deputy Chief Executive and DCS Surrey County Council Developing the South East MoC, planned future developments and Q&A (Mark Evans) Developing the MoC in collaboration with Social Work Agencies Closing Comments

Aims of the event To increase awareness of the MoC amongst social work agencies To highlight areas where we want to develop better cooperation with social work agencies To discuss the next steps in the development of the MoC and the potential for greater dialogue and collaboration

SE Children’s QSW Workforce Increasing reliance on agency social workers 2013 below national average 2015 above and on upward trend Large variations between authorities Sub-regional pressures (e.g. London borders and M4 Corridor) Agency Worker Rate

SE Children’s QSW Turnover Too high 16.5 Regional average in 2015 Regional range LA’s have experienced rates of up to 53 in a single year (2014) Appears to have peaked in 2014 Turnover Rates for Children’s SWs

Local Authorities Finances Under huge pressure Reducing central government contribution Increasing demand (particularly children’s and adult services) No ring-fencing or protection Further uncertainty ahead

Perceptions of Agency Staff Ofsted often critical of overreliance on agency staffing Quote from recent LA inspection report –There are many examples of poor work completed by temporary social work staff which has had to be redone. This is wasteful of social work and other agency staff time and it causes delay in understanding and meeting children’s needs.

What Children need? Good quality social workers with the knowledge and skills to do the job Commitment and stability Strong social work teams (who can deliver in the absence of a particular worker) Continuity so it is possible develop and build relationships

What council tax payers need Services that help to keep children safe Value for money Confidence and trust in safeguarding systems Reduction in unnecessary churn, turnover and continually escalating costs

What councils need Good quality social workers with the knowledge and skills to do the job Value for money Flexible workforce that can adjust to demand and other factors Committed and reliable staff

In response to what children, council tax payers and councils need we developed the MoC Councils across the region have recognised that the over heated agency market was causing unhelpful competition In response councils decided to explore the potential to improve the situation by working together The work came to fruition in April 2016 when 17 of the SE authorities signed up to the MoC

Why we need a regional approach - Tens of £ million pa for agency QSWs - 3,790 roles but only 2,890 workers (19% av. vacancy rate) - Shift towards ‘going agency’ - LAs work in isolation - Some LAs provide only basic references - Each LA trains SWs - Lack of talent/succession focus - Unstable workforce (resulting in inconsistency for families) - Unstable teams (resulting in a lack of good support/supervision for QSWs) - 20% increase in agency pay rates - LAs ‘poaching’ from others - ‘Recycling’ of poor performers

Looking Forward We are not trying to eradicate agencies We see the benefits of a flexible element of the local workforce We think this needs to be proportionate and not excessive We also think there need to be real benefits for social workers in committing to working with a particular authority We would like the next phase of the MoC to be developed in collaboration with agencies

Possible areas for improved working together Improved referencing to prevent the continuous recycling of poor quality agency SWs Implications of the Children and Social Work Bill (e.g. accreditation and employer endorsements for children’s social workers) Establishing stronger links between the knowledge, skills and experience of agency social workers and pay rates Working across regions

SE Memorandum of Cooperation Social Work Agencies 1 st July 2016

Introduction How the MoC was developed What it includes Which authorities are signatories Possible future developments Question and answer session Developing the MoC and working with agencies

Children’s Social Care Workforce (CSW Project) This project was commissioned by the SE ADCS as part of the Sector Led Improvement Programme and was directed by Rachael Wardell (DCS West Berkshire). This project was commissioned by the SE ADCS as part of the Sector Led Improvement Programme and was directed by Rachael Wardell (DCS West Berkshire). Terms of reference:- Terms of reference:- 1) To investigate new and different ways of staffing to meet the needs of young people Identify innovative practice to strengthen quality and stability Alternative routes to qualification (e.g. social work apprenticeships?) Alternative work design Recruiting for values, attitude and skills and facilitating routes to attain qualifications Establishing new ways of working with agencies 2) Explore options for making the region attractive Common approaches to leadership programmes Transferable career paths Shared staff development programmes Regional model of employment/contract terms

National Picture Turnover of QSWs (1 in 7) Turnover of QSWs (1 in 7) Average career is 7-8 years Average career is 7-8 years Increasing supply of good quality NQSWs Increasing supply of good quality NQSWs 88% of QSWs want permanent jobs 88% of QSWs want permanent jobs 59% of SWs would not recommend their current organisation as a good place to work 59% of SWs would not recommend their current organisation as a good place to work Not just about pay – work/life balance, career development and case loads are important Not just about pay – work/life balance, career development and case loads are important (Sources: DoE Mar 2014, Policy Exchange Jun 2013, Community Care/TMP research Oct 2014)

Key Issues The cost of agency staff is unsustainable and imposing severe pressure on budgets across authorities The cost of agency staff is unsustainable and imposing severe pressure on budgets across authorities The quality of the pool of staff varies, The quality of the pool of staff varies, Practice around the selection, vetting and marketing of candidates is inconsistent (e.g. checking of CV’s, referencing, movement of candidates between assignments), Practice around the selection, vetting and marketing of candidates is inconsistent (e.g. checking of CV’s, referencing, movement of candidates between assignments), Insufficient focus on improving the supply and quality of staff by investing in training and development, Insufficient focus on improving the supply and quality of staff by investing in training and development, Authorities approach to remuneration of permanent staff leads to escalating cost, Authorities approach to remuneration of permanent staff leads to escalating cost, Recognition and commitment to a valued role for agencies and their staff in a mixed workforce, Recognition and commitment to a valued role for agencies and their staff in a mixed workforce, Recognition that working with agencies to find solutions offers the best chance of success. Recognition that working with agencies to find solutions offers the best chance of success.

Developing the MoC Started in Nov 14 Started in Nov 14 March 15 Working group established (agencies not involved) March 15 Working group established (agencies not involved) September 15 first phase signed off September 15 first phase signed off 1 st April 2016 MoC came into force 1 st April 2016 MoC came into force

About the MoC The MoC is not a legally binding agreement, but a ‘statement of intent’ by the 17 collaborating South East Authorities The MoC is not a legally binding agreement, but a ‘statement of intent’ by the 17 collaborating South East Authorities Its aim is to address key workforce issues affecting children’s social workers to support the delivery of stable and high quality workforces in individual areas. The Memorandum does not take away local decision-making Its aim is to address key workforce issues affecting children’s social workers to support the delivery of stable and high quality workforces in individual areas. The Memorandum does not take away local decision-making The Regional Assistant Directors of Children’s Services for each Local Authority are accountable for ensuring that their Service Managers and Directors/Heads of HR and agency suppliers adopt the protocols. The Regional Assistant Directors of Children’s Services for each Local Authority are accountable for ensuring that their Service Managers and Directors/Heads of HR and agency suppliers adopt the protocols. There is a separate MoC Governance group to oversee and develop the MoC There is a separate MoC Governance group to oversee and develop the MoC

List of Local Authorities who have Joined the South East Region MoC Bracknell Forest Council Brighton and Hove City Council Buckinghamshire County Council East Sussex County Council Hampshire County Council Isle of Wight Council Kent County Council Medway Council Milton Keynes Council Oxfordshire County Council Portsmouth City Council Southampton City Council Surrey County Council West Berkshire Council West Sussex County Council The Royal Borough of Windsor and Maidenhead Wokingham Borough Council

Improving references and information sharing about agency workers Adopt a common minimum standard for referencing to help prevent ‘recycling’ of poor quality permanent and agency workers. Use end of placement reviews with adequate information passed back to the agency workers and the agency supplier to determine any development requirements or to cease placing the worker to help to address quality issues.

No headhunting 6. LAs and all their suppliers (whether providing permanent or temporary supply of workers) to refrain from aggressive ‘headhunting’ from within those LAs that have adopted the MoC, unless for a promotional role. Some rules of engagement will be developed in discussion with LAs for this purpose.

Capped Pay Rates for new assignments 7. Pay rates for new agency staff (inclusive of on costs, exclusive of agency mark-up) In order to disincentivise agency work and control costs, all new assignments are to have a pay ceiling. The rates set out are the maximum hourly rates. These rates have been arrived at by analysis through a combination of benchmarking rates already paid in the region and comparisons with neighbouring regions.

Pay Rates caps (linked to London)

Cooling off period 8. Any children’s social worker leaving a permanent contract will not be employed on an agency contract by another authority in the region within 6 months. This would not apply to permanent staff moving to permanent roles in other authorities within the region. Social workers who are made redundant from a permanent post will be exempt from this requirement.

11 Council MoC Launched September 2014 MoC in place MoC Launched 31 st January 2016 Work on MoC in progress MoC launching 1 st July 2016 MoC Launched 1 st April 2016 Progress on QSW Collaboration – 30/6/16 Collaboration already in place Children’s Social Work Matters

For discussion Your ideas on how we can work together in future Your ideas on how we can work together in future Your views on how best to deliver the aims of the Memorandum Your views on how best to deliver the aims of the Memorandum How we develop a more mutually beneficial relationship How we develop a more mutually beneficial relationship What agencies need from local authorities What agencies need from local authorities

Possible areas for improved working together Improved referencing to prevent the continuous recycling of poor quality agency SWs Improved referencing to prevent the continuous recycling of poor quality agency SWs Implications of the Children and Social Work Bill (e.g. accreditation and employer endorsements for children’s social workers) Implications of the Children and Social Work Bill (e.g. accreditation and employer endorsements for children’s social workers) Establishing stronger links between the knowledge, skills and experience of agency social workers and pay rates Establishing stronger links between the knowledge, skills and experience of agency social workers and pay rates Working across regions Working across regions

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