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[null,"Making Improvement Happen Together: Our five-year approach"]
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[null,"Hull’s approach to improvement covers a five-year programme built around three phases as described below. These phases are drawn from research carried out by the Local Government Association and ISOS in 2016 assessing a range of improvement approach across a number of delivery models in Children’s Social Care. This plan focuses primarily on (Poor to Fair) which is anticipated to take around 18 months. The research concluded that for local areas seeking to improve from poor to fair, there were two distinctive emphases. The first was on putting core systems and processes in place, reasserting control over the system, accurately assessing risk, making sure cases were allocated, clearing backlogs and bringing caseloads down to manageable levels through recruitment and redistribution. These areas are strongly referenced in this plan as getting to a genuine and jointly-owned understanding of why the service has been failing and its current weaknesses and strengths and the early foundation-building activity upon which improvement can flourish.  The second, however, was on rebuilding the culture and ethos of the organisation so as to support ongoing and sustained improvement. Staff are our most valuable resource, and this plan aims to build sustained improvements with and for them, through intensive learning, new practice frameworks and creating the right systems and processes to support their work rather than creating additional burdens."]
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[null,"Here is the outline of the overall approach:                                                                                  The detail of what we’re doing in this current phase is set out here:"]
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[null,"The actions in the plan are the key strategic, operational and systems actions which will support Phase One. It reflects a series of workstreams within the Improvement Programme which are set out below, some of which have been prioritised for urgent action."]
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[null,"Progress against this plan will be monitored through the monthly Continuous Improvement Board and regularly reported to Cabinet, CST, the Directorate Senior Leadership Team and the Improvement Board. The plan is supported by a series of detailed Service Improvement Plans which will be used to monitor the detailed actions required to drive the change programme. Improvement is a dynamic process; we expect to see change at pace and all plans will be reviewed at least quarterly to ensure that they include the right actions for changing circumstances, and that the pace of improvement required by Hull’s children, young people and families is being met."]

{"sheet":"Version Control","index":2,"n_rows":116,"n_cols":4,"rows_kept":116,"cut":false,"hidden":false,"merged":[]}
["Version number","Date saved","Changes made by","Workstream tab(s) updated"]
[1,"2020-07-24","Nicola Spink","1, 2, 3, 4, 5, 6, 7, 8, 10, 11"]
[null,"2020-08-06","Melanie Boswell",7]
[1.1000000000000001,"2020-08-10","Alex Campbell",2]
[1.2,"2020-08-12","Jes Mupombi","7, 8.8"]
[1.3,"2020-08-14","Carol Brown","8, 9 "]
[2.9,"2020-09-07","Niki Heffernan","3.22, 4"]
[1.5,"2020-08-17","Michele Priest",4]
[1.6,"2020-08-18","Alex Campbell",4]
[1.7,"2020-08-19","Pam Allen","2,3,4"]
[1.8,"2020-08-21","Rachel Roberts","1.21; 3.19 -3.21; 5.3, 5.4; 6.10"]
[1.9,"         25/08/2020","Dorcas Taylor","1.1, 1.3, 1.10,.1.24, 1.27"]
[2,"2020-08-27","Pam Allen","1,2,3,4,5,7,10"]
[2.1,"2020-08-28","Niki Clemo","6.1, 6.2, 6.3, 6.4, 6.5, 6.9"]
[2.2000000000000002,"2003-09-03","Jackie Wilson","3, 7, 8,"]
[2.2999999999999998,"2020-09-03","Alex Campbell",7]
[2.4,"2020-09-04","Jes Mupombi",3.17]
[2.5,"2020-09-05","Dorcas Taylor","1.3,1.10,1.18,1.19,1.24,1.27,3.8"]
[2.6,"2020-09-06","Carol Brown","8.4, 8.6, 8.7, 9.1, 9.5"]
[2.7,"2020-09-06","Michele Priest","4.6,4.7,4.9,4.19,4.21,4.30,4.31,4.34,4.35,4.36,4.37"]
[2.8,"2020-09-07","Neil Colthup","3.18, 5.8, 5.9, 5.12, 6.13"]
[2.9,"2020-09-17","Julie Savill","1.10, 1.11, 1.12, 9.3"]
[3,"2020-09-18","Rachel Donnachie ","1.1, 1.5, 1.6, 2.7, 2.9, 3.10, 3.11, 3.22, 4.8, 4.9, 4.12, 6.11"]
[3.11,"2020-09-21","Niki Heffernan","3.9, 4.3, 4.5, 4.20, 4.23, 4.29, 4.32, 5.11"]
[3.2,"2020-09-21","Rachel Roberts ","1.7, 1.20,1.21,3.9,3.19,3.20, 3.21,5.1,5.2,5.3, 5.4, 5.5, 5.6, 5.7, 6.10."]
[3.3,"2020-09-21","Alex Campbell","1.9, 2.10,3.9,3.12, 3.13, 4.2, 4.14, 7.11"]
[3.4,"2020-09-21","Alex Campbell (on behalf of Helen Allen)","3.14, 3.16, 4.10, 4.13."]
[3.5,"2020-09-21","Charlotte Richardson","11.2, 11.3, 11.4, 11.6."]
[3.6,"2020-09-21","Dorcas Taylor","1.8, 1.19, 1.25, 3.8, 3.9"]
[3.7,"2020-09-21","Neil Colthup","3.9, 3.18, 5.8, 5.9, 5.12, 6.13"]
[3.8,"2020-09-22","Michele Priest","3.9, 4.6, 4.7,4.19,4.21,4.28,4.30,4.31, 4.33,4.34,4.35, 4.36,4.37,"]
[3.9,"2020-09-22","Janice Barnby","1.22, 2.10,3.5,3.6,3.7,4.18, 7.3,7.5,7.10"]
[4,"2020-09-22","Carol Brown","1.13, 8.4, 8.6, 8.7, 9.1, 9.5"]
[4.0999999999999996,"2020-09-25","Pam Allen","1.1,1.4,2.1,2.2,2.6,2.7,2.8,2.9,3.1,3.2,3.3,4.1,4.25,4.26,7.1,7.9"]
[4.2,"2020-09-25","Jackie Wilson","3.4, 3.17, 5.13, 7.1, 8.3, 8.5, 8.8, 8.9, 8.10, 8.13, 8.14"]
[4.3,"2020-09-30","Jackie Wilson","7.1, 7.5, 8.11"]
[4.4000000000000004,"2020-10-14","Jackie Wilson","3.9, 6.1,6.2,6.3, 6.4, 6.5, 7.1,7.7, 7.8, 10.4, 11.8"]
[4.5,"2020-10-15","Julie Savill","1.10, 1.11, 1.12, 9.3"]
[4.5999999999999996,"2020-10-15","Alex Campbell","1.9, 2.10, 3.13, 4.2, 4.14, 7.11, 4.13"]
[4.7,"2020-10-15","Wendy Dyde ","3.12, 3.14, 3.16, 4.10"]
[4.8,"2020-10-15","Pam Allen","1.1,1.4,2.1,2.2,2.3,2.6,2.7,2.8,2.9,3.1,3.2,3.3,4.1,4.11,4.16,4.17,4.25,4.26,7.1,7.9,11.1,11.5,11.6"]
[4.9000000000000004,"2020-10-15","Michele priest","4.6,4.7,4.19,4.21, 4.28,4.30, 4.31, 4.33, 4.34, 4.35, 4.36, 4.37"]
[5,"2020-10-15","Neil Colthup","3.9, 3.16, 3.18, 5.8, 5.9, 5.12, 6.4, 6.12, 6.13"]
[5.0999999999999996,"2020-10-16","Rachel Roberts","1.7, 1.14, 1.20,1.21,3.9,3.19,3.20, 3.21,4.8, 4.9, 5.1,5.2,5.3, 5.4, 5.5, 5.6, 5.7, 6.7, 6.10."]
[5.2,"2020-10-16","Dorcas Taylor ","1.2, 1.3, 1.8, 1.10, 1.15, 1.16, 1.17, 1.18, 1.19, 1.23, 1.24, 1.25, 1.26, 1.27, 1.28, 3.8."]
[5.3,"2020-10-16","Alex Campbell","1.9, 7.11"]
[5.4,"2020-10-16","Niki Heffernan","3.9, 4.3, 4.5, 4.20, 4.23, 4.29, 4.32, 5.11"]
[5.5,"2020-10-16","Rachel Donnachie ","1.5,1.6,2.5,3.10,3.22,4.8,4.9,4.12,6.11"]
[5.6,"2020-10-16","Charlotte Richardson","11.3, 11.4"]
[5.7,"2020-10-18","Carol Brown","1.13, 8.4, 8.6, 8.7, 9.1, 9.5"]
[5.8,"2020-10-23","Janice Barnby","1.22, 2.10,3.5,3.6,3.7,4.18, 7.3,7.5,7.10"]
[5.9,"2020-10-23","Martin Brabazon","1, 2, 3"]
[6,"2020-10-26","Martin Brabazon","4, 5, 6, 7, 8, 9"]
[6.1,"2020-10-27","Martin Brabazon","10, 11"]
[6.2,"2020-10-28","Edward Jones","1,2,3,4,5,6,7,8,9,10,11"]
[6.3,"2020-10-29","Melanie Boswell","7.1, 7.7"]
[6.4,"2020-11-12","Jackie Wilson","1.9, 3.11, 4.4, 4.15, 4.22, 5.13, 11.9, 8.3, 8.9, 8.10, 8.13, 8.14,"]
[6.5,"2020-11-16","Janice Barnby","1.22, 2.10,3.5,3.6,3.7,4.18, 7.3,7.10"]
[6.6,"2020-11-18","Neil Cothup","3.9, 3.15, 3.18, 5.3, 5.8, 5.9, 5.12, 6.4, 6.13"]
[6.7,"2020-11-18","Niki Heffernan","3.9, 4.3, 4.5, 4.20, 4.23, 4.29, 4.32, 5.11"]
[6.8,"2020-11-18","Michele Priest","4.6,4.7,4.19,4.21, 4.28,4.30, 4.31, 4.33, 4.34, 4.35, 4.36, 4.37"]
[6.9,"2020-11-18","Carol Brown","8.6, 8.7"]
[7,"2020-11-19","Dan Horne","4.22, 5.13, 8.10"]
[7.1,"2020-11-19","Rachel Donnachie ","1.5, 1.6, 2.5, 3.10, 3.22, 4.8, 4.9, 4.12, 6.11"]
[7.2,"2020-11-19","Charlotte Richardson","11.2, 11.3, 11.4, 11.7"]
[7.3,"2020-11-19","Dorcas Taylor","1.8, 1.10, 1.15, 1.17, 1.19, 1.24, 1.25, 1.26, 1.27, 3.8"]
[7.4,"2020-11-19","Wendy Dyde ","3.12, 3.14, 3.16, 4.10"]
[7.5,"2020-11-19","Alex Campbell","1.9, 2.10, 3.13, 4.2, 4.13, 4.14, 7.11"]
[7.6,"2020-11-20","Shirley Sloan",7.7]
[7.7,"2020-11-20","Julie Savill","1.10, 1.11, 1.12, 9.3"]
[7.8,"2021-11-20","Jackie Wilson","6.6, 6.7, 6.8"]
[7.9,"2020-11-20","Pam Allen","1.1,1.4,2.1,2.2,2.6,2.7,2.8,2.9,3.1,3.2,3.3,4.1,4.25,4.26,7.1,7.4.7.9"]
[8,"2020-11-20","Fiona Bell",9.4]
[8.1,"2020-11-20","Rachel Roberts","1.7, 1.20, 1.21, 3.9, 3.19, 3.20, 3.21, 5.1, 5.2, 5.4, 5.5, 5.6, 5.7, 6.10"]
[8.1999999999999993,"2020-11-20","Susanne Kelly","10.2, 10.4"]
[8.3000000000000007,"2020-11-24","Jo Moxon","4.24, 4.27"]
[8.4,"2020-12-02","Julie Savill","Updated 1.10, 1.11, 1.12, 9.3 on 20th Nov - no further updates in last 7 working days"]
[8.5,"2020-12-02","Chris Francis","6.6, 6.8, 3.22, 10.4"]
[8.6,"2020-12-03","Jo Moxon","4.24, 4.27"]
[8.6999999999999993,"2020-12-08","Carol Brown","1.13, 8.4, 8.6, 8.7, 9.1, 9.5"]
[8.8000000000000007,"2020-12-09","Susanne Kelly","10.2, 10.4"]
[8.9,"2020-12-09","Michele Priest","4.6,4.7,4.19,4.21, 4.28,4.30, 4.31, 4.33, 4.34, 4.35, 4.36, 4.37"]
[9,"2020-12-09","Jackie Wilson",6.6]
[9.1,"2020-12-09","Pam Allen","1.1,1.4,2.1,2.2,2.6,2.7,2.8,2.9,3.1,3.2,3.3,4.1,4.25,4.26,7.1"]
[9.1999999999999993,"2020-12-10","Dorcas Taylor","1.2, 1.3, 1.16, 1.17, 1.19, 1.23, 1.24, 1.27, 1.28, 3.8, 6.12"]
[9.3000000000000007,"2020-12-10","Jackie Wilson","7.5, 7.7"]
[9.4,"2020-12-11","Rachel Roberts","1.7, 1.20, 1.21, 3.9, 3.19, 3.20, 3.21, 5.1, 5.2, 5.4, 5.5, 5.6, 5.7, 6.10"]
[9.5,"2020-12-11","Alex Campbell","1.9, 2.10, 3.13, 4.2, 4.14, 4.13"]
[9.6,"2020-12-11","Jackie Wilson",8.6999999999999993]
[9.6999999999999993,"2020-12-11","Wendy Dyde ","3.12, 3.14, 4.10, 3.16"]
[9.8000000000000007,"2020-12-11","Janice Barnby","1.22, 2.10,3.5,3.6,3.7,4.18, 7.3,7.10"]
[9.9,"2020-12-14","Niki Heffernan","3.9, 4.3, 4.5, 4.20, 4.23, 4.29, 4.32, 5.11"]
[10,"2020-12-15","Charlotte Richardson",11.4]
[10.1,"2020-12-15","Neil Colthup","3.15, 5.3, 5.8, 5.9, 6.4, 6.13"]
[10.199999999999999,"2020-12-19","Rachel Donnachie ","1.5, 1.6, 3.10, 4.8, 4.9, 4.12, 6.11"]
[10.3,"2021-01-11","Jackie Wilson","3.4, 7.8, 8.2, 8.3, 8.11, 8.14, 10.5, 11.9"]
[10.4,"2021-01-11","Alex Campbell","1.9, 2.10, 3.13, 4.2, 4.14, 4.13, 4.15, 7.11"]
[10.5,"2021-01-11","Wendy Dyde","3.12, 3.14, 4.10,3.16, 3.9, 3.11"]
[10.6,"2021-01-13","Susanne Kelly","10.2, 10.4"]
[10.7,"2021-01-13","Alex Campbell",4.1399999999999997]
[10.8,"2021-01-13","Julie Savill","1.11, 1.12, 9.3"]
[10.9,"2021-01-14","Carol Brown","1.13, 8.4, 8.6, 8.7, 9.1, 9.5"]
[11,"2021-01-14","Pam Allen","1.4,2.1,2.2,2.6,2.7,2.9,3.1,3.3,4.1,4.25,4.26,7.1, 11.5,11.1"]
[11.1,"2021-01-14","Rachel Roberts","1.7, 1.20, 1.21, 3.9, 3.19, 3.20, 3.21, 5.1, 5.2, 5.3 5.4, 5.5, 5.6, 5.7, 6.2, 6.10"]
[12.2,"2021-01-14","Neil Colthup","3.9, 3.15, 3.18, 5.8, 5.9, 5.12, 6.4"]
[12.3,"2021-01-14","Jo Moxon","4.24, 4.27"]
[12.4,"2021-01-14","Nikki Heffernan","3.11, 3.9, 3.22, 4.3, 4.4, 4.5, 4.20, 4.22, 4.23, 4.29, 4.32, 5.11"]
[12.5,"2021-01-15","Rachel Donnachie ","1.5, 1.6, 3.10, 4.8, 4.9, 4.12, 6.11, 2.5"]
[12.6,"2021-01-15","Dan Horne","1.14, .11, 3.17, 4.4, 4.15, 4.22, 5.13, 8.9, 8.10, 8.13"]
[12.7,"2021-01-15","Charlotte Richardson",11.3]
[12.8,"2021-01-15","Michele Priest","3.9, 4.6, 4.7, 4.19, 4.21, 4.28, 4.30, 4.31, 4.33, 4.34, 4.35, 4.36, 4.37"]
[12.9,"2021-01-19","Dorcas Taylor","1.2, 1.8, 1.10, 1.15, 1.16, 1.17, 1.18, 1.19, 1.23, 1.24, 1.25, 1.26, 1.27, 1.28, 3.9, 6.12"]
[13,"2021-01-19","Helen Christmas",6.7]
[13.1,"2021-01-19","Janice Barnby","1.22, 2.10,3.5,3.6,3.7,4.18, 7.3,7.10"]
[13.2,"2021-01-21","Rachel Roberts",4.8]
[null,"2021-01-25","Kerrie Lammiman","1.9, 4.13, 4.15, 3.12, 3.21, 5.4, 5.5, 5.6, 5.7, 5.11, 1.14, 4.22, 5.13, 4.5, 4.19, 4.21, 4.35, 9.4, 10.3"]

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{"sheet":"1. Workflow-EH-Front Door","index":4,"n_rows":31,"n_cols":11,"rows_kept":31,"cut":false,"hidden":false,"merged":[[0,0,0,1],[1,0,1,10],[0,2,0,10]]}
["Key",null,"Inspection findings and other issues to address"]
["Workflow/Early Help/Front Door"]
["Ref","What We Need To Do","Project Lead","Project Support","Due Date","Status (RAGP)","What do we want to achieve?","Progress Update (REORDERED 23/10/20)","Evidence (REORDERD 23/10/20)","Accountability for Sign Off","Last updated"]
[1.1000000000000001,"Review EHASH  Board ToR to create EHaSH Improvement Board with clear ToR and work plan","RD\nPA *",null,"2020-09-30","A","Multi-agency ownership and leadership of creating streamlined EH and Safeguarding front door arrangements.","10/12/2020 - Integrated processes still in review period.\n20/11/20 - Gone live with the integrated referral processes following teething problems this seems to be creating efficiency in allocation to the appropriate area of the service.\n15/10/20 - EHASH Board continues to function chaired by Rachel with buy-in from partners.      25/09/20 - No further update                                                                                                                                       18/09/20 - First meeting took place 24 August 2020 and 2nd meeting planned 30 September. TOR to be reviewed at the meeting 30 September 2020.                                                                                                    First meeting of the re-formed EHASH Improvement Board\n\n\n","20/11/20 - additional referrals approximately 50 per week which is being managed within current resources.\n15/10/20 - Partner dip sampling has improved.                                       18/09/20 agenda, minutes and performance presentation for board meeting 24th August 2020       Remit of the group discussed,  Action plan agreed Minutes of the meeting\n\n","EHASH improvement Board","2020-12-10"]
[1.2,"Re-establish EHASH Operational Management Group with revised ToR and work/Action plan","DT",null,"2020-05-30","G","Provide clear guidance in respect of front door arrangements to front line staff in EHASH from a collaborative multi-agency position","19/01/2021 - Decision was taken in December 2020 to delegate responsibility for the EHASH board function to the Operational Management Group; the reporting line of the OMG is now directly into the Safeguarding Partnership Board, streamlining EH and Front Door arrangements\n10/12/20 - A schedule of dip-sample auditing by the multi-agency group has been co-ordinated up until the end of March 2021; the summary of findings will inform priorities for service development\n15/10/20 reviewed - action plan is ongoing in line with the development in EHaSH                        21/09/20 - Complete                                                                                                                                                   The OMG re-formed in May 2020 meeting monthly. The draft ToR has been agreed by the group\n\n","Minutes of the meetings and the draft ToR","EHASH Improvement Board","2021-01-19"]
[1.3,"Strengthen the Domestic Abuse multi-agency partnership strategy to identify and respond to issues of DA that impact on children","DT",null,"2020-08-30","G","Provide services across the partnership that reduce the risk of exposure to DA and develop responsive intervention strategies","10/12/20 - Daily multi-agency triaging of domestic abuse referrals continues to take place within EHaSH to ensure prioritisation of children vulnerable to being exposed to domestic abuse; terms of reference for this group have been agreed; the identification through dip-sample auditing of social workers not directly undertaking risk assessments and interventions to reduce risk in respect of domestic abuse has resulted in arrangements being co-ordinated for the delivery of domestic abuse training to front-line social workers via DAP\n15/10/20 - review of a CYPFS attendance at the MARRAC. This is now spread across Locality Assessment and EHaSH to ensure departmental understanding of the MARRAC process and our contribution towards risk reduction in respect of domestic abuse. In consultation with the  Domestic Violence Co-ordinator we have developed a training package to be rolled out across the service in respect of working with perpetrators of domestic abuse. Head of Service for EhaSh has been assigned responsibility for attending the strategic partnership forum domestic abuse.                                                                                                                                                      21/09/20Complete                                                                                                                                                          - Developed and implemented protocol between police and CSC to jointly  review all police referrals into CSC\n01/08/20 daily multi-agency triaging of DA referrals was re-instated.\n \n\n\n\n","Scoping exercise across the partnership to identify prevalence across the city to inform resource allocation  - TOR for the re-instated Daily DA triage Multi-agency group. Minutes of Daily multi-agency DA triage meetings","DA strategic review group","2020-12-10"]
[1.4,"Establish implementation plan to ensure multi-agency oversight and pace of improvement","RD *\nPA",null,"2021-02-28","G","Ensure clear and agreed priorities and track progress","25/01/21 - Change Control Approval of date change to 28 Feb 2021\n15/10/20 - no further update                                                                                                                                          25/09/2020 - Multi agency EHASH board working well with a planned programme of DIP sampling and audit work. Commenced September 2020. OMG functioning well with good partner participation.\nEHASH Board chaired by RD to establish progress of implementation with reference to integrated front door                                                                                                                                                                                 Workshops and OMG in June 2020 identified priorities which will be further developed through OMG.\n\n","EHASH implementation plan. ","EHASH Improvement Board","2021-01-25"]
[1.5,"Undertake inclusive partnership approach to agreeing forward model and arrangements","RD",null,"2020-09-11","G","All partners engage in and own new model design and arrangements.","15/01/21 - Task and Finish group with partners continues to achieve full implementation of portal.  Partners SOS briefings underway January 2021. Liquid Logic development work completed around portal. Operational Management Group (OMG) continues to have oversight of progress. \n18/12/20 - 40% of referrals in November made via portal. Transition action plan in place with health. Regional senior group in place reviewing police processes. EHaSH managers have informed internal police review of front door, multi agency audit in sub region. Update to Better Together Board 16 December 2020 including positive feedback from partners.\n19/11/20- implementation of integrated front door 28 October 2020.  Task and finish group set up with health partners to manage transition. \n15/10/20 - Sustained progress on work with partners on the single front door and go live date end of October 20.                                                                                                                                                         18/09/20 membership extended to include additional partners  ASC, DWP and probation. Forward plan of multi agency audit / dip sample completed September 2020.\nThree multi-agency workshops in June to agree model and approach. Specific meeting with police on 13th July 2020. Meeting with head teachers to review of link social worker model in schools on 30th July 2020. EHASH Improvement Board meeting on Thursday 24th August 2020.\n                                                                                                                                                                                     \n","Minutes from June workshops. Last 3 minutes from OMG. Minutes from August EHASH Improvement Board\nPresentation for partners via JS\nPresentation from the Better Together Board 16 December 2020\nSOS partner briefings","EHASH Improvement Board","2021-01-15"]
[1.6,"Review threshold arrangements and ensure that all partners have common understanding and apply these in practice","RD *\n",null,"2020-09-30","G","Consistent understanding and application of thresholds. Robust communication channels to support contact / referral process and decision making.","15/01/21 - Ongoing work on reviewing the application of thresholds in practice via service and multi agency audit.  Monthly multi agency audit by OMG continues and forward plan in place. External auditors completed thematic audit of decision making at front door in November 2020.  Significant work between assessment and locality teams to achieve greater consistency of threshold at transfer point between and assessment an locality teams. \n18/12/20 - Thematic audit of EHaSH decision making completed during November. Multi agency dip sampling continues on a monthly basis and findings are reviewed at OMG. Partnership briefings on SOS practice model started in December. Referral form strengthened via the implementation of the single front door. \n19/11/20 - OMG meetings continue and are critical in managing partnership working during current pandemic.\n15/10/20 - multi agency audits continue. Operational management Group OMG continues to work on multi agency priorities and single front door and single front door implemented end of October 2020.                                                                                                                                                             18/09/20 planning of workshops completed by OMG and EHASH Board 24 August 2020. Workshops to commence October 2020.\nSuggestions at partnership workshops June 2020 to be taken forward via OMG, including multi agency dip sampling and practice workshops to reinforce threshold guidance.\n","Multi agency dip sample led by DT. Anonymised examples of escalated cases and outcomes.\nThematic audit of EHaSH decision making.\nReport -  Thematic Audit of Front Door arrangements.","EHASH Improvement Board","2021-01-15"]
[1.7,"Develop action plan around reducing waiting times for Early Help services, focusing on management oversight, range of provision and clear effectiveness measures","RR","HB","2020-05-31","G"," - Robust system for monitoring and taking action to keep waiting lists low and prioritised re levels of risk\n - Increased management oversight and audit work to reduce drift","14/01/20 There is no longer an SEN waiting list in Early Help.  Work has been done with EHASH and CWD to clarify the threshold and ensure all cases are receiving right level of support and assessment.  We have a regular FGC case meeting with EHASH to review list, an FGC report will initiate a review of how FGC is used across the directorate.\n11/12/20 SEN waiting lists continue to increase, developing allocating panel to bring more partners in.\n20/11/2020 - SEN waiting list, weekly panel introduced. FGC waiting list reduced through proactive management.  Robust plans in place to triage and prioritise waiting lists whenever they occur.\n16/10/20 - This action complete but still SEN waiting list                                                                              21/09/20 - parenting waiting list now reduced. All cases allocated and alternative delivery options in place. Send waiting list will reduce when more LAFFS sessions are enable to take place.                                                                                                                                                                      Action plan in place, waiting lists are reduced family support.  Covid period has meant parenting progs list is high, alternative options delivered.\n \n","Action plan","EH SLT","2021-01-14"]
[1.8,"Establish multi-agency review/audit arrangements to measure effectiveness of step-down plans in responding specifically to the issues and concerns raised in contact / referral.","RR\nDT *",null,"2020-07-30","G","Ensure smooth transition and clear planning for contacts/referrals stepped down","19/01/2021 - Weekly meetings have been established between the designated EHASH manager and the EH Managers to review contacts and referrals that have been stepped down from EHASH to EH\n19/11/2020 - A review of the step up / step down process took place during the month of October, clear guidance has been issued and the EHAM panels have been re-instated to facilitate smooth transitions between Children's Social Care and Early Help\n15/10/20 - The portal for receiving contacts goes live on 28 October 2020.                                           21/09/20 - As of the end of October, all contacts will be loaded onto the EHM of LL with only those that meet threshold being transferred over to LCS                                                         Configuration of EHASH management – designated manager to triage all contact/referrals meeting levels 1 – 3 on the Threshold of Need Framework and Guidance\n\n","Dip sample audit of cases stepped down from EHASH","SLT","2021-01-19"]
[1.9,"Develop multi-agency tracking of where and how families receive services after NFA at any point in the pathway, i.e. contact, referral, assessment, S47, ICPC, discharge of orders.","CB\nJW\nAC *",null,"2021-02-23","A","Where our closed cases go, to better understand what can be put in place to promote earlier intervention.","25/01/21 - Change Control approval. Date changed to 23 February 2021\n11/01/21 - There was further meeting held week commencing 4 January which identified further actions to be undertaken however research finding will be presented to SLT by the end of January 2021. Then to CSIB on the 23 Feb 2021.\n11/12/20 - further work has been undertaken with a draft report ready for January 4th 2021.  \n 19/11/20 - data been formulated with feedback particular from assessment teams and dip sampling undertaken on assessments for NFA, report written and to be fed into workflow workstream for consideration.\n12/11/20 project currently under way to review destinations of 240 cases with 4+ contacts in the year. Due date amended.15/10/20 - Dip sampling and audit work has begun in the areas of CIN and assessment step down.  Meeting has been held to do a mapping exercise that will inform other specific pieces of work.                                                                                                                                                                21/09/20 Meeting to be organised for AC, JW and CB to plan this work.\nInitial discussion to scope work to be planned. Tracking form produced and endorsed. communications progressed. \n","Analysis Paper\nsummary report",null,"2021-01-25"]
[1.1000000000000001,"Develop system of mandatory written feedback to referrers into front door within 72 hours.","DT *\nJS",null,"2020-07-31","G","All referrers have feedback on outcome of referrals (within confidentiality limitations for members of the public).","19/01/2021 - Dip sample audit rescheduled for January 2021 due to staffing issues in EHASH; feedback from Health and Education via the OMG is positive in respect of improvements from feedback Partner Agencies\n19/11/2020 - Dip sample audit scheduled to take place during December to measure level of compliance within EHASH\n15/10/20 - compliance with this target with be subject dip sampling auditing activity post go live 28 October 2020.                                                                                                                                                    21/09/20 - No further update 15/10/2020 - No further update                                                                          17/09/2020 - LL alert is developed to provide response to referrer at EHM Contact, MASH, LCS Contact and Referral stages. Go LIVE aligned to single integrated front door project 28th October 2020                                                                                                                                                            Plan formulated to build prompt within the LL system prior to closure of contact/referral using LCS 'Feedback' tabs on all system forms for recording feedback and alerts to notify those who need to provide feedback to referrers at relevant system stages. As at 30/08/20 prompt has been built into LL system. 20/11/2020 - Referral feedback processes are now LIVE as at 28/10/2020\n\n\n",null,"SPIB","2021-01-19"]
[1.1100000000000001,"Detailed review of current EHM and LCS arrangements in EHaSH","JS",null,"2020-09-30","P","Clear plan established of required changes to support new arrangements and improve accessibility and effectiveness.","\n15/10/2020 - Training sessions are underway. All Help Guides are now available and partner agencies briefed. Go LIVE on track for 28th October 2020                                                                              17/09/2020 - Single integrated front door and revised Early Help process is now developed and tested. Help Guides, Training Planning and Revised Reporting are in progress. Workshops planned with partners to make use of the Children's Portal. Go LIVE is 28th October 2020                                                                                                                                                                         - Business process map and desired outcomes approved at SPIB on 23/06/20\n- Review completed, including multi-agency workshop on 29/05/20.  Overall strategic design established and actions identified to make front door recording as efficient as possible by best use of technical functions. 20/11/2020 - Single Integrated Front Door is now operational. Some technical issues raised and now resolved. MASH delegation using the professional portal is still in progress. Additional awareness and demo sessions required with partners\n","Link to LL action plan","SPIB","2021-01-13"]
[1.1200000000000001,"Undertake required LL amendments to improve system effectiveness and prepare for new model","JS",null,"2020-10-31","P"," - EHM Contact Record will be a single record to determine threshold for all Social Care and Early Help enquiries\n - Only those cases with the highest level of need, requiring a Social Care service, will transfer to LCS (Social Care Module)\n - MASH activity will be managed in a purpose built secure MASH space in EHM\n - Access to the MASH Dashboard to manage hourly MASH timescales \n - MASH information gathering efficiencies for all partner agencies via the Delegation Portal (sometimes referred to as the Professionals Portal)\n - More streamlined workflow from Contact into Early Help allocation\n - Improvements to front door performance reporting","15/10/2020 - Training sessions are underway. All Help Guides are now available and partner agencies briefed. Go LIVE on track for 28th October 2020                                          \n*Link to EHM/LCS EHaSH implementation plan.                                                                                                   17/09/2020 - Single integrated front door and revised Early Help process is now developed and tested. Help Guides, Training Planning and Revised Reporting are in progress. Workshops planned with partners to make use of the Children's Portal. Go LIVE is 28th October 2020                                                                                                                                                                     - 78 individual Liquid logic systems configuration changes to streamline workflows for EHaSH and Early Help identified and documented ready for testing. Form developments will commence in July\n- 3 x Early Help workshops held to gather requirements. Business Process Mapping complete. Currently in testing phase - Early Help systems processes streamlined and improved, maximising use of existing Liquid logic functionality. Four separate workflows reduced to a single workflow for secure recording all contained in Early Help Episodes in EHM. Early Help Go LIVE aligned to EHaSH Go LIVE due to data migration and LL upgrade requirements - Upgrade timescales due to be confirmed 14th July\nOutline agreement reached that Phase 1 will focus on delivering changes to EHASH and Early Help and phase 2, once recording processes are optimised, will connect partner agencies via the Liquid logic Professional Portal. 20/11/2020 - Single Integrated Front Door is now operational. Some technical issues raised and now resolved. MASH delegation using the professional portal is still in progress. Additional awareness and demo sessions required with partners\n ","Link to LL action plan",null,"2021-01-13"]
[1.1299999999999999,"Undertake detailed examination into rate and content of repeat contacts and re-referrals","CB",null,"2020-07-14","P","A greater understanding of where repeat contacts and referrals come from, and why.","as at 14/01/21 - changing RAG to purple, [for reference, close linkages between 1.13 and 1.9]\nas at 08/12/20 - no further updates expected.                 \nas at 20/10/20 changed to green no further updates expected.                                                                                        as at 22/09/20 - task was completed by the due date                                                                                          - Analysis of re-referrals has been undertaken.                                                                                                                                                - Repeat contact data report now established for service.\n \n\n"," - Data Report\n - Analysis Paper","Children’s Improvement Board","2021-01-14"]
[1.1399999999999999,"Undertake detailed examination into rate and content of step downs","RR\nDH *",null,"2020-11-30","A","A greater understanding of application of thresholds and quality of decision making.","15/01/21 A new piece of research on step down and the quality of decision making will be completed by 31st March including a threshold review around SEND.\nWorkflow workstream has finalised methodology for reviewing rate, reasons and impact of step downs. ","Report of initial thematic audit of step downs",null,"2021-01-15"]
[1.1499999999999999,"Establish programme monthly multi agency dip sample audits to determine case destination","DT",null,"2020-09-15","P"," - Clear and shared understanding of thresholds and post involvement plans.\n - Sustained plans put in place to avoid chances of Re-referrals ","19/01/2021 - Monthly audits completed by the OMG / EHASH indicated improved, shared understanding of application of threshold across the partnership; there is also good evidence that threshold is being proportionately applied by members of EHASH\n19/11/2020 - A summary of findings from the October dip sample audit undertaken by the Operational management group will be shared across the partnership to inform future priorities and practice development\n15/10/20 - a schedule of multi agency auditing activity has been put in place by the operational management group OMG were by 10 audits per month will be completed by the multi agency group to ensure consistency in decision making and application of threshold.    A single Agency (children’s Services – EH & CSA) dip sample has been completed as an initial exercise. A meeting has been arranged with partner agencies to put together a monthly audit schedule for 2020/2021 get their commitment to undertake all regular multi-agency audits outlined in this plan to ensure commitment. The first report will be produced\n"," - Monthly Multi-Agency Dip Sample audit reports.\n - A multi-agency audit schedule for 2020/2021.",null,"2021-01-19"]
[1.1599999999999999,"Prepare position statement on current practice and performance in relation to strategy discussions","DT *\nWD",null,"2020-06-30","G"," - To understand why the number of children subject to strategy discussions is an outlier. To understand whether the decision making by team managers meets threshold for significant harm and risk is addressed and managed through the process. The outcome for the child/ren is appropriate and timely. \n - Consistency in agency participation and robust application of threshold in decision making","19/01/2021 - Updated position statement to be completed by mid-February following a further dip-sample audit of 30 strategy meetings; this audit will be undertaken by the multi-agency group, the summary of findings will inform the updated position statement\n10/12/20 - Further dip-sample auditing of strategy meetings has been taking place on a monthly basis, the summary of findings has been presented to the weekly audit review meeting\n15/10/20 - Dip sample audit of strategy meeting in EhaSH was completed  which informed the new guidance for convening a strategy meeting and undertaking a section 47 been rolled out in team meetings.                                                                                                                                                   - Dip sample audit of 50 strategy meetings held in EHASH                                                                             - Audit tool agreed and developed with partners. Position Statement for localities to be completed by 30/07/20                                                                                                                                              - Audit of strategy discussions in the localities including both first, second and subsequent strategy discussions through dip sample cohort of minimum of 17%.\n \n\n"," - Report on thematic audit of cases with second and subsequent strategy discussion and/or section 47\n - Position statement completed. Multi-agency guidance written and due to be presented to the OMG on 07/07/20","EHASH strategic Improvement Board","2021-01-19"]
[1.17,"Establish monthly multi-agency dip sampling of strategy discussions taking place to review the extent of multi-agency participation (including health)","DT *\nWD\nNH",null,"2020-06-30","P"," - To ensure that there is multi-agency involvement and decision making in all strategy discussions. Decision making meets threshold for significant harm and risk has been identified appropriately and managed effectively through the process \n - Multi-agency review and consensus of level of compliance, participation and application of threshold","19/01/2021 - The November dip-sample audits indicate that their has been an improvement in agency participation in strategy meetings and that threshold is being proportionately applied\n10/12/20 - Monthly dip-sample auditing of strategies meetings continues to take place in collaboration with the DI responsible for EHaSH\n19/11/2020 - Summary of findings report from the last quarter of dip sample audits of strategy meetings undertaken by Humberside Police and Children's Social Care has been completed and will be circulated to inform best practice development\n15/10/20 - Monthly multi agency auditing activity of strategy meetings held in EHaSH has been put in place to review multi agency decision making.                                                                            21/09/20 - Complete                                                                                                                                                  A multi-agency audit is to be completed on the 25th July 2020.\n\n"," - Report on findings from the multi -agency audits of strategy discussions  \n - Outcomes report compiled by the EHASH Group Manager","EHASH Operational Management Group","2021-01-19"]
[1.18,"Ensure decision making at front door is undertaken by qualified workers","DT",null,"2020-05-30","P","Decision making is robust with clear identification of risk/need undertaken by qualified workers","19/01/2021 - There is good evidence from audit activity that decision making at the front door is being undertaken by qualified social workers / managers\n15/10/20 this action has been reviewed and remains in place                                                                    21/09/20 - Complete                                                                                                                                                     All contacts progressed into EHASH are triaged and signed off by a Team Manager\n\n","The LL system evidences that the decision making is undertaken by a Team Manger","SLT","2021-01-19"]
[1.19,"Review effectiveness of EDT (including staffing structure) to ensure quality of oversight and decision-making","DT",null,"2020-07-30","P","Ensure qualified social workers are available out of hours to respond to vulnerable children providing robust decision making","19/01/2021 - The EDT manager and permanent Social Worker posts have now gone out to advert\n10/12/20 - The agreed staffing structure agreed at the SLT on 18/11 is going out to advert 19/11/2020 - The BC for the recruitment of a permanent EDT Manage and additional EDT Social Worker was presented to NC's SLT on 18/11/2020 and has been agreed\n16/10/20 - business case to RD 16/10/20 approval given to progress with proposal to convert sessional hours to an additional full time social worker.                                                                              21/09/20 - Interim Team Manager has been put in place, pending recruitment, to maintain consistency and improve practice                                                                                                                           05/09/20 - Business case submitted to convert sessional hours into full time post\nReview completed and new guidance issued (EDT Guide). Changes made to the triaging and oversight of referrals Negotiations to convert the sessional workers budget into a F/T equivalent post to increase consistency\n\n","Business Case","RD","2021-01-19"]
[1.2,"Review the existing pre-birth pathway","RR","DT/WD/DL","2020-07-02","P","Clear pathway and guidance updated with training plan to roll out ","14/01/20 - Complete and the weekly case allocation and review meeting continues.\n11/12/20 Webinar in the New Year.\n20/11/2020 - All complete.  Weekly case allocation meetings continue with multi agency partners.\n16/10/20 - Been approved and weekly PB case management meetings taking place with partners                                                                                                                                                                              21/09/20 on the EHaSH Board agenda for the 30 September 2020.  Weekly case allocation meetings in place.\nPathway to CSC SLT on 2 July for approval\n","Pathway and guidance document",null,"2021-01-14"]
[1.21,"Ensure both CSC staff and the wider partnership are briefed in respect of the implementation of the Pre-birth pathway","RR *\nDT",null,"2020-08-30","G","Increase in number of expectant parents receiving EH interventions to support them in making necessary changes to prevent them moving further into the CSC system","14/01/21 Continues to be embedded by OMG and via service briefings.\n11/12/20 Ongoing activities such as webinar\n20/11/2020 - Briefings circulated across Childrens social care teams\n16/10/20 - Been approved and weekly PB case management meetings taking place with partners                                                                                                                                                                              21/09/20 Information cascade across children's social care September to October 2020. Pathway cascaded at EHaSH OMG.\nEstablished weekly multi-agency Pre-birth Triaging process. Briefings for Midwives on revised pathway commenced, CSC briefing to be implemented in September\n","Presentation to GP forum; weekly case review notes/actions; ","HoS","2021-01-14"]
[1.22,"Ensure that practice improvement areas are identified in practice learning (see also PL workstream)","JB *\nJW\nSS",null,"2020-06-30","G","Learning programme leads to major improvement in practice across key areas identified","19/01/2021 Starting to see some initial green shoots of impact via case file auditing \n16/11/2020 - First module now completed, second module w/c 16th November\n23/10/2020 - Seminars commenced 16 October, first three modules released for all qualified social work staff. Two management modules released. Articles in newsletter, weekly follow up on attendees to ensure mandatory attendance                                                                                          22/09/2020  PLP has now been commissioned and agreed. It has been communicated to the workforce via meetings, staff forums and newsletter. Co-production session held with Research in Practice 21/09/2020\n20/06/2020\nInitial scoping of PLP completed. All practice areas mapped in. Includes mandatory training around recognition of risk and critical analysis.\n","Link to PLP plan",null,"2021-01-19"]
[1.23,"Prepare position statement on current practice and performance in respect of Return Home Interviews","DT",null,"2020-07-30","G","Ensure Return Home Interviews are timely, purposeful and reduce risk of further missing episodes/exploitation","19/01/2021 - A CLOE report was completed in December 2020 providing an update for the position statement in respect of return home interviews\n10/12/20 - A further dip-sample audit of return home interviews has been undertaken to ascertain the extent to which recommendations and risks identified are being incorporated into the care planning for children and young people; the summary of finds from this dip-sample audit were shared at the weekly audit meeting\n15/10/20 - completed. The recommendations from the dip sample audit was shared at the closing the loop audit review meeting.                                                                                                         Dip sample audit of Return Home Interview is currently being undertaken which will inform the position statement\n","Dip sample audit of quality/timeliness/impact of Return Home Interviews","SLT","2021-01-19"]
[1.24,"Review of current arrangements for reporting and responding to missing episodes","DT",null,"2020-07-30","G","Clarity for parents and carers re- process for reporting missing and requirements of personnel responding","19/01/2021 - VEMT have developed a webinar for circulation across services in respect in the reporting of missing episodes and the function of VEMT in responding to these missing episodes\n10/12/20 - The VEMT team have undertaken a series of briefings with 16+ provision to ensure that they are familiar with and understand the requirements for reporting young people missing\n19/11/2020 - Task and finish group has been working to review the Philomena Protocol to streamline practice and interventions across the four Humberside LAs; Return Home champions have been identified in all of the Children's Homes across Hull and this is having a positive impact on a reduction in the number of reported missing episodes\n15/10/20 commenced the programme of activity for 16 plus accommodation providers to ensure they fully informed of the requirements for reporting young people missing.\nAs at 30/08/20 Review of arrangements completed and foregoing strategies implemented\n - Direct work with police Locate Team to review and streamline Multi-agency response. \n - Collaboration with other LA with Ofsted Rating of ‘Good’ for their MACE processes. - Working Party have devised Implementation plan for Philomena protocol \n"," - Implementation of daily missing meeting involving partner agencies who have a responsibility for undertaking RHI’s.\n - Designated police officers from the Locate Team being assigned to individual Childrens homes to undertake direct work with the young residents.\n - Planned direct intervention with first time missing to target ‘emerging’ and ‘moderate’ risk to reduce repeat episodes","SLT","2021-01-19"]
[1.25,"Review/audit the extent to which the recommendations made following outcome of RHI’s are incorporated into the care planning for the child by the allocated worker to reduce risk","DT",null,"2020-07-30","P","Ensure that the risks/issues identified during the RHI’s are well communicated and implemented in the care planning for the child/young person","19/01/2021 - A decision was taken at SLT that responsibility for sign off of return home interviews will be undertaken by the manager with case-holding responsibility; the rationale for this decision is to ensure the recommendations and identified risks from the return home interview are incorporated into the care planning\n19/11/2020 - A further dip sample audit was undertaken to review the extent to which the recommendations and the risks identified in the Return Home interview were being incorporated into the care planning; the summary of findings from this audit were shared at the Closing the Loop session\n15/10/20 - Dip sample audit was completed at the end of September the outcomes of which are scheduled to be shared at the closing the loop audit session on Tuesday 27 October 2020.\n21/09/2020 - No further update                                                                                                                                04/09/20 - Dip-sample audit of extent to which recommendations have been incorporated into care planning has been delayed due to A/L now scheduled for 30/09/20\nIdentification of concern through repeat missing episodes and review of the stated actions in the care planning.\n\n","Dip sample audit of the implementation of the recommendations from the RHI’s into the care planning for the child/Young person",null,"2021-01-19"]
[1.26,"Review current arrangements, practice and performance in respect of the MACE Panel/process, the extent of multi-agency participation and its effectiveness in reducing risk of further missing/exploitation","DT",null,"2020-08-30","G","An effective multi-agency MACE process/panel that has ownership of the identification and implementation of risk reduction strategies in respect of missing/exploitation","19/01/2021 - Review of the MACE panel with a focus on risk reduction and multi-agency resource allocation; all panel members have been sent a consultation paper to review current processes and partnership working\n19/11/2020 - Following review of the current process and collaboration with other LAs that has an OFSTED rating of Good, changes have been made to the MACE process\n15/10/20 - observation of the MACE process has taken place. Multi agency recommendations for changes to the current process need to be agreed and implemented.                                               21/09/20 - No further update                                                                                                                                    05/09/20 - MACE review has taken place and report to be compiled by 30/09/20\n - Collaboration with other LA with Ofsted Rating of ‘Good’ for their MACE processes.\n - Direct work with police Locate Team to review and streamline Multi-agency response.\n\n","Dip sample audit of the effectiveness of the MACE panel/process in reducing risk of missing/exploitation",null,"2021-01-19"]
[1.27,"Multi agency review of exploitation risk assessment tool","DT",null,"2020-09-15","P","Clear identification of risk, analysis and associated actions and management oversight.","19/01/2021 - The risk assessment tool has been reviewed and there is a sharing practice forum with partners in the Humberside region; a revised RIT tool with a clear focus on contextual safeguarding has been developed as a result of this review\n10/12/20 - Having re-written the RIT, a rollout across the service and with partner agencies is scheduled to commence in January \n19/11/2020 - Revision of the RIT has been undertaken in consultation with partner agencies and will be integrated into LL; discussions are taking place with Julie Saville to progress\n15/10/20 - the review has been completed, agreement to be reached with partner agencies in respect of the final product.                                                                                                                                    21/09/20 - No further update\n05/09/20 - Meeting has taken place with regional partners and a plan formulated to standardise RIT across all four LA's                                                                                                                                 meeting of Regional partners to review exploitation risk assessment tool with plan for standardisation moving forward.\n\n","Review/audit of the extent to which the exploitation risk assessment is being used/reviewed/updated",null,"2021-01-19"]
[1.28,"Establish service action plan to include detailed service-level actions required to address improvement issues above.","DT",null,"2020-07-31","G","Clear plan, moving at pace which drives improvement. Plan allows for monitoring by, and accountability to senior leadership.","10/12/20 - The service plan has been shared across EHaSH, VEMT, EDT and Assessment Teams\n15/10/20 - Service plan has been completed                                                                                                         21/09/20 - No further update                                                                                                               Implementation of three stages of the plan addressing productivity, accountability and work flow \n\n","At the planning stage","SLT","2020-12-10"]

{"sheet":"2. Workforce","index":5,"n_rows":13,"n_cols":11,"rows_kept":13,"cut":false,"hidden":false,"merged":[[0,0,0,1],[1,0,1,10],[0,2,0,10]]}
["Key",null,"Inspection findings and other issues to address"]
["Workforce"]
["Ref","What We Need To Do","Project Lead","Project Support","Due Date","Status (RAGP)","What do we want to achieve?","Progress Update (REORDERED 23/10/20)","Evidence (REORDERD 23/10/20)","Accountability for Sign Off","Last updated"]
[2.1,"Establish workforce steering group with clear ToR and work plan to oversee improvement activity","PA",null,"review end of September","P","Clear leadership, direction and overview of workforce improvement activity and capture of impacts.","14/01/2021 - Workforce Strategy action plan and implementation plan completed.\n10/12/20 - Recruitment internally to GM specialist post proven successful external recruitment drive for basic grade social worker a challenge  recruitment reinvigorated in the new year.\n20/11/20 - Priorities now moving to support managers in dealing with staff were work falls below acceptable standards together with Human Resource colleagues will develop a support plan where informal/informal capabilities may be required. Current recruitment campaigns have not been as successful as those in the summer although this reflects national position hence need to revisit our approach to recruitment.\n25/09/2020 - significant reduction in the use of agency staff                                                                                Also, achieved reduction in agency staff during July/August/September                                                        Work with marketing recruitment company initial feedback from staff re: process very positive.                                                                                                                                                                                       Steering group established and meeting monthly.\nSteering group to be arranged and identify responsibility for Workforce strategy update.\n","20/11/2020 -Currently we understand a small number of staff are involved in capabilities which in contrary to current number of concerns around poor practice - baseline position needs to be established\n25/09/2020 - successful recruitment campaign now producing a rolling programme of adverts. Current position 21 x SW vacancies and  7 x TM position.                                        Meeting minutes, work plan, terms of reference.\n",null,"2021-01-14"]
[2.2000000000000002,"Review existing workforce strategy and refresh to prioritise improvement activity","PA/KR",null,"2020-05-31","p","Focused approach to driving sustainable workforce improvements and supporting workforce stability.","14/01/2021 - Strategy and Action plan is now in place.\n10/12/20 - completed and now out for consultation with the Improvement Team.\n20/11/20 - good draft now produced requires action plan to be taken forward at Workforce task group.\n15/10/20 - now located 2018 workforce strategy, plan in place to update with workforce development group.                                                                 25/09/2020 - no further update                                        Establishing additional HR support to progress work on the strategy. \n\n","Revised workforce strategy and action plan",null,"2021-01-14"]
[2.2999999999999998,"Develop detailed action plan to address improvement issues above.","PA *\nKR",null,"review end of November","p","Action plan in place and regularly monitored by steering group","14/01/2021 - Action plan now in place\n10/12/20 - To be reviewed at the next task group in January.\n20/11/20 - good draft now produced requires action plan to be taken forward at Workforce task group.\n15.10.20 - recruitment strategies working well Work plan in place.\n","Action plan",null,"2021-01-14"]
[2.4,"Increase capacity to support recruitment of permanent staff.","KR",null,"2020-05-31","p","Stabilise the workforce, reduce reliance on agency staff. Reduce changes of social worker for families.","Additional capacity secured to work directly with TMs on SW recruitment","20/11/2020 - Appointment secured - June 2020 has been proactive and efficient in managing and assisting others in managing recruitment processes.",null,"2020-11-20"]
[2.5,"Establish vacancy management arrangements","PA\nRD *",null,"2020-05-31","G","Stabilise the workforce, reduce reliance on agency staff. Reduce changes of social worker for families.","15/01/21 - Vacancy Management arrangements are embedded, including dedicated HR support. Recruitment and vacancy challenges at operational levels continue. Sustained Social work recruitment and transfer of identified agency social workers to permanent contracts. Early offers of interview to final placement social work students, including 5 step up students January 2021. Engagement with members of the workforce Nov - Dec 2020 around the child's pathway. Proposals under development Feb 2021.\n19/11/2020 - recruitment processes reviewed and dedicated HR resource having a positive impact. Current priority remains targeted recruitment for experienced social workers.\n16/10/2020 - regular meetings  to review vacancies via SLT and ongoing targeted recruitment campaigns including transfer of agency workers to permanent posts.                      \nWeekly vacancy management panel in place – reviews all requests for filling vacancies and use of agency staff.\n",null,null,"2021-01-15"]
[2.6,"Develop transfer protocols to allow for SWs to move across service areas","PA",null,"2020-05-31","p","Strengthen social work practice by facilitating SWs’ experience of delivering the whole of the social work task.","10/12/20 - Investigate with HR how many occasions this has been used.\n20/11/20 - Further Forum meetings established many staff were now aware of protocols following update in newsletter. Although minimal take up of this opportunity to date \n15.10.20 - reminder via the newsletter and staff forums do show awareness although not all staff\n25/09/2020 - Need to establish extent of uptake sight meetings still evidence lack of knowledge of new initiatives. On the improvement agenda for 25.09.2020                                                                                          Implemented 08/06/20\n\n","Staff transfer policy",null,"2020-12-10"]
[2.7,"Strengthen recruitment approach to attract permanent staff","RD\nPA *",null,"2020-06-30","G","Stabilise the workforce, reduce reliance on agency staff.","14/01/2021 -Some success at GM level however, TM and SW level remain a challenge. Regular meetings with recruitment agency and strategy group\n10/12/20 - This will be refreshed in January.\n20/11/20 -Need to refresh recruitment strategy as last recruitment drive was not successful. ( National picture and Covid-19)\n15/10/20  - rolling advert now established and online recruitment with community care will go live in November                                                                      25/09/2020 - Agency staff reduced to 21 x SW and 7 x TM.  All GM posts now filled including external recruitment.                                                                              18/09/20 Current recruitment is in line to achieve projected reduction in agency spend. Significant progress with GM, TM and ASYE. Significant in reduction in leavers in last 6 months compared with 6 months previous. In the last 3 months 13 external appointments and 7 internal appointments. Number of agency staff has reduced to 12 from 70 to 58. 7 agency staff in the process of converting from agency to permanent contracts.                                                                                    - Recruitment campaign Aug/Sept utilising webinars and videos. High quality product produced                                                                                       - Recent recruitment has secured 16 NQSW and 8 TMs. As at 10 July only one permanent TM vacancy, projected to save £130k in 20/21 on annual agency spend against agency TM appointments.                                                                                            - Business case approved for new approach to recruitment via specialist agency.\n\n\n\n","Video and Webinars.\nNo's of permanent staff attracted available end of September\nHR workforce Report",null,"2021-01-14"]
[2.8,"Implement new SW progression arrangements","PA *\nKR",null,null,"p","Retain experienced staff through developing a transparent competency-based pathway for progression. Strengthen quality of social work practice.","15/10/2020 - further staff forums indicate an increased knowledge and their has been a number of applications successfully completed         25/09/2020- Site visits demonstrate lack of knowledge about the protocol require further coms discussion to be discussed 25.09.20            New progression arrangements agreed following consultation with staff. In place from 08/06/20\n\n","Progression policy\nNumber of applications currently being assessed \nLater Forums indicated staff awareness and utilising this opportunity.",null,"2020-11-20"]
[2.9,"Review delegated decision framework.","PA *\nRD",null,"2020-07-31","g","Strengthen distributed leadership and fix practice decisions to correct level of understanding and accountability","14/01/2021 - Still issues remain with quality of practice which has been signed off by managers.\n20/11/2020 - this seems to be working without issues. The new best practice forum will test out appropriate sign off at each manager level.\n15/10/2020 - no further update                                         25/09/2020 - need to test the effectiveness of the new delegation arrangements\n18/09/20 No further update                                          Initial review undertaken. Further reviewed in light of CLA pathways and Permanency Pathway \n\n","Updated scheme of delegations",null,"2021-01-14"]
[2.1,"Review ASYE programme to include induction, improved oversight of cohort and tracking of caseload size and mix.","JB\nAC *",null,"2020-08-15","p","Ensure that ASYEs experience as great a breadth of the social work task in their first year and are closely nurtured and developed","11/12/20 - another AYSE report has been produced and presented at SLT with further recommendations linked to supporting ASYEs in their development. This now will be monitored via SLT and will link to the potential social worker academy.\n19/11/20 monthly report presented at SLT. Feedback loop to operational managers is in place. COVID is placing restrictions on some of the opportunities available to the ASYE and newly qualified workers. \n15/10/20 further monitoring and report presented to SLT and further measure considered in how we can reduce impact onto ASYEs of uncertainty within staffing team and line management.               22/09/20 this has been completed and distributed across the workforce.                                                             21/09/20 first monthly went to SLT in August. 2nd report to be discussed by the end of September 2020 with feedback from ASYE and CSC regarding case load promise and tracking.                                        - A Monthly report will be completed by Practice Educator advising of ASYE programme to include caseload analysis, projection and tracking. This to commence by 31/07/20.                            \n - Arrangements in place to ensure each ASYE has a practice educator. Also that each operational team has one ASYE only. Further meeting planned to discuss training and development opportunities and Induction. ASYE Guidance and principles in DRAFT has been completed. We have produced a Caseload Promise and offer for ASYE. This will be completed by 24th July to be endorsed by SLT. Guidance for NQSW distributed to workforce on 10th August and the report regarding ASYE is on the agenda for SLT 13th August\n \n\n\n","ASYE programme details. Overview report of current ASYE cohort.  NQSW guidance published and first report written and discussed. \nUpdated monthly report.\n",null,"2020-12-11"]

{"sheet":"3. Social Work Practice","index":6,"n_rows":25,"n_cols":11,"rows_kept":25,"cut":false,"hidden":false,"merged":[[0,0,0,1],[0,2,0,10],[1,0,1,10]]}
["Key",null,"Inspection findings and other issues to address"]
["Social Work Practice"]
["Ref","What We Need To Do","Project Lead","Project Support","Due Date","Status (RAGP)","What do we want to achieve?","Progress Update (REORDERED 23/10/20)","Evidence","Accountability for Sign Off","Last updated"]
[3.1,"Establish social work practice improvement board with clear Tore and work plan to drive improvement activity.","PA",null,"2020-06-30","p","A consistent approach to practice with agreed standards satisfied by improved outcome. Clear leadership, direction and overview of practice improvement activity and capture of impacts.","14/01/2021 - Accelerated implementation plan effective with good engagement and feedback.\n10/12/2020 -Project Board working well with good participation and implementation plan brought forward.\n20/11/2020 - Project Board in place and SLT steering group in place and meeting regular \n15/10/2020 - Project group developed and champions identified and pro-active.                                 25/09/2020 awareness sessions to be delivered in November                                                                                  SOS agreed - implementation programme to be developed Sept/October -                                             Group established and meeting monthly. Tore and work plan in place.\n\n\n","Minutes of meetings, Tore and work plans\nProject Board now established with task groups reporting in. Detailed timelines to be determined.",null,"2021-01-14"]
[3.2,"Commission new practice framework.","PA",null,"2020-07-31","p","All partners to work to an evidence-based approach which delivers a focus on identification and action to address risk within a child-focused and strengths-based framework, building consistency of language and understanding of thresholds across agencies. Ensures focus on identification and action to mitigate risk, including specialist risk such as contextual safeguarding, CSE, CCE. Ensures clarity of risks and strengths in families building co-production of targeted plans which deliver measurable impact.","20/11/2020 -Awareness raising sessions been very successful. Provided a good model for future delivery. \n15/10/2020 - use of champions for briefing sessions throughout Nov/Dec                                           25/09/2020 - Plan to brief partners at the Better Together Board Coms strategy developed for partner arrangements.                                            20/06/2020\nService and partners have agreed to implementation of Signs of Safety framework. Multi-agency workshops undertaken, contract scoped with providers and business case completed. Awaiting approval by members. Full Support from CST at meeting 01/07/20. To be considered by members at July Cabinet.\nContract to be finalised work to commence October\n\n","Agenda item at especially convened Better Together Board\nGood feedback from staff that attended the awareness sessions. High attendance figures at sessions.",null,"2020-12-10"]
[3.3,"Establish project management arrangements and implementation plan","PA *\nJW",null,"2020-06-30","G","Programme in place to deliver sustainable changes to practice. Clear implementation phases in place with explicit deliverables which can be monitored by SW practice improvement board","14/01/2021 - Governance arrangements to be re-considered with DCS with a view to added partnership involvement \n10/12/2020 -Project Board working well with good participation and implementation plan brought forward.\n15/10/2020 - first strategic group for introduction to implementation took place on 15/10 good feedback from participants                                                      25/09/2020 - Project Board steering group and task groups now in place together with awareness raising sessions planned                                20/06/2020\n - Implementation plan agreed.\n - PMO arrangements in place through Transformation  Team\n\n","Project plan and Governance Diagram",null,"2021-01-14"]
[3.4,"Develop practice vision values and philosophy framework","JB\nRD\nJW *\nPA\nCR",null,"31/08/2020 now 28/2/21","A","Common understanding across all staff of practice vision, values and principles to underpin practice improvement.","24/9/20 Draft exemplars shared. Work planned through October linked to staff forum events and visioning work from the new strategic board. Will be finalised with involvement of DSC designate. 3/9/20 No further progress this month. To be included in wider staff engagement sessions from September. Completion date extended.                Improvement vision document produced and circulated. Vision and values included in scope of practice learning programme. To work with Council-wide programme on values and behaviours. ",null,null,"10/07/2020 18/8/20 24/9/20"]
[3.5,"Review existing practice guidance to align with Sops framework","JB",null,"2021-03-31","A","Common understanding of practice standards and requirements consistent with Sops practice model.","19/01/21 -Two day training completed standards remain fit for purpose but will be aligned as part of system alignment work.\n11/12/20 - To be further considered on completion of two day training in January\n16/11/20 - Practice standards have been reviewed and are fit for purpose however need aligning to the SOS approach\n22/09/2020 - Signs of Safety now approved and commissioned. This will now include an intensive six month preparation period which will include aligning relevant policies and procedures.\nAwaiting approval of Sops approach.\n",null,null,"2021-01-19"]
[3.6,"Review and refresh supervision policy","JB",null,"2020-09-30","G","Consistent good quality reflective supervision, informed by Sops practice model, supporting purposeful and effective social work practice","19/01/21 - Auditing work to consider impact\n23.10.20 - all complete                                                           22/09/2020 - completed on the 19/08/2020 and signed of by SLT. This includes observation of practice and supervisory practice forms in addition to supervision best practice guidance and policy. Distributed across the workforce and communicated within the newsletter 26.08.20\nWill commence once Sops approach commences, to align with that framework. Additional reflective supervision training for managers agreed as part of practice learning programme.\n","Supervision best practice guidelines\nCYPFS Supervision Policy\nObservation of Practice Record\nObservation of Supervisory record\n\n",null,"2021-01-19"]
[3.7,"Develop specific practice guidance, and standards around assessments with associated best practice example","JB",null,"2020-09-30","G","Guidance in place to support practice learning in core area of practice.","19/01/2021 - Auditing work to consider impact.\n16/11/2020 - completed and distributed 9/11/2020 piece in CYPFS newsletter 18/11/2020\n23/10/2020- Guidance completed now requires SLT sign off. Practice examples now been animalised.                                                                            22/09/2020 - initial guidance in first draft awaiting for a practice example from service area (North)\nTo be developed in alignment with Sops\n","\n",null,"2021-01-19"]
[3.8,"Establish bi- monthly multi agency dip sampling of assessments which result in no further action","DT",null,"2020-06-30","G","Reduction in the number of referrals progressing to Assessment through robust application of threshold at the front door","10/12/20 - A summary of findings report from the dip-sampling activity was shared at the weekly audit meeting and in Assessment Team meetings\n19/11/2020 - Dip sample audit of assessments which resulted in NFA was completed during October and the summary of findings will be circulated across the teams to inform best practice\n15/10/20 - dip sample for September was not progressed due to staffing level within the assessment teams and is now scheduled for October.                                                                                           21/09/20 - Outcomes of dip sample for August report to be completed by end of September                                As at 30/08/20 2nd dip sample audit commenced for August\n\n","Report of findings with recommendations","SLT","2020-12-10"]
[3.9,"Each Head of Service to develop service action plans to address detail of practice issues outlined above","DT / WD / AC / NC / NH / MP / RR",null,"2020-08-15","G","Detailed plans in place with clear timelines. Reviewed monthly to drive pace of improvement.","15/01/21 MP - Service plans for Fostering, Childrens Homes and Adoption all in place and updated January 21\n14/01/21 NH Updates for Children With Disability Service and ILAC 13/01/21 - gone to JW and Improvement inbox\n14/01/21 - NC - Service Plans updated 13/01/21 \n14/01/21 - RR - All done in place and reviewed.\n11/01/2021- Locality Service plan is in place. Last reviewed November 2020.\n20/11/2020 RR - All done in place.\n19/01/2021 - The service plan for EHASH / VAMT / EDT / Assessment Teams has been shared and updated during the month of December 2020\n4/18/11/2020  NH - all completed and monitored monthly\n18/11/2020 Next update on Service Plan progress to be provided week commencing 23/11/20 - NC\n22/09/20  DT service plans all complete; to be sent to CYPFSimp inbox                                                                  21/09/20 - DT service plans all complete; to be sent to CYPFSimp inbox\n15/10/20 - NC service plans completed and sent to the CYPFSimp inbox                                                               21/09/20 HA Service plans completed and will send to the CYPFSimp inbox.                                               16/10/20 RR Service plans completed and sent to the CYPFSimp inbox.                                                              21/09/20 NH service plans completed and will send to the CYPFSimp inbox.15.10/20 - all emailed to inbox.                                                                                      - Implementation of three stages of the plan addressing productivity, accountability and work flow\n- ILAC Service Improvement Plan Updated July 2020\n \n\n\n\n","CWD service plan (NH)\nILAC leaving Care UASC (NH)\n7 Early Help Childrens Centre service plans (RR)\nRefresh Service Plan (RR)\nYouth Development Service Plan (RR)\nTargeted Youth Support Service Plan (RR)\nThe YOT recovery Plan (RR)\nThe Localities service plans\nIndependent Reviewing Service Plans / PSW / Complaints (NC)\nFostering (MP)\nChildren Homes (MP)\nAdoption (MP)\n",null,"2021-01-19"]
[3.1,"Issue practice requirement for TMs to formally review CIN cases at 6 months","JB\nRD *\nWD",null,"2020-06-30","G","Reduce drift and ensure identification of risk and matching services to need.","15/01/21 - CIN Panels now embedded to ensure structured step down for children. Closure activity reviewed by Group Managers on a monthly basis. SOS training started January 2021 and will be key in terms of ensuring purposeful practice of children in need. \n18/12/20 - CIN reviews now chaired by Team Managers at 6 months. Focus work underway around reviewing long term children in need. Weekly CIN panels in place with Early Help.\n19/11/2020 - Head of service currently focussing on CIN planning in service plan.\n16/10/20 - additional targeted audit work of CIN cases by external auditors in place. Locality Group Managers jointly reviewing CIN review process.      18/09/20 further targeted audit work commencing with Locality Teams, including practice workshops. Revisions to Supervision Policy completed September 2020. Observation of supervision commences September 2020.     \nTeam managers have been issued guidance June 2020 that all CIN reviews at 6 months are chaired by the team manager and by the group manager at 9 months. \n\n","Flow chart and new policy issued\nRevised Supervision Policy.\nLocality Accountability report Dec 20. ",null,"2021-01-15"]
[3.11,"Audit and track all CiN and CP Annex H cases","DH *\nJW\nRD\nWD",null,"2020-07-31","G","Ensure any child identified with unmet need or risk has effective plan which is ensuring safety.","15/01/21 All Annex H cases will have had case file audits/re-audits between Oct 2020 and January 21.  Report and outcomes on progress will be completed by 5 Feb 2021.\n14/01/21 - NH Monthly review of all ILAC annex H cases through the ILAC management oversight meeting. Overseen by HoS\n11/01/21 - Locality Annex H case update will be provided to DH 11 Jan 2021. \n 18/09/20 Monthly reviews completed by relevant Head of Service.\n- A tracker of the Annex H Cases has been put together to ensure tighter monitoring of progress\n- An audit of all the CIN and CP cases identified during the September Monitoring visit is underway with a completion deadline of 23/07/20..\n"," - CIN and CP Annex H Audit Report\n - Annex H audit Tracker",null,"15/01/2021\n14/01/2021"]
[3.12,"Review all draft and dormant CIN cases, make management decisions for closure as appropriate or identify intervention required","AC\nWD *",null,"2021-02-23","A","Reduce drift and ensure identification of risk and matching services to need. The decision to close /step down provides good outcomes for child/ren and the re referral rate reduces. Children are supported through CIN plans and the number of children subject to child protection planning and children becoming looked after reduces and falls below  national indicators \nThis is to be managed through a project plan and to ensure learning and change in practice is embedded across the service. ","25/01/21 - Change Contol request date change approved to 23 February 2021.\n11/01/21 - Weekly CIN panels are taking place to review all CIN cases. A report on the impact of this work for the end of March. Request a date change to reflect this.\n11/12/20 - There has been slow progress therefore a focussed piece of work has been introduced in November. Weekly CIN panels chaired by Group Managers will take place for 4 months overseen by the HoS (Safeguarding, Early Help and Localities).\n19/11/20 - there are fortnightly child in need panels chaired by the Group Managers to ensure appropriate progress of plans. \n15/10/20 - due to change in line management and in some area staffing levels there has been a clear refocus on children in need and child protection cases therefore there is need to measure the impact                                                                                            21/09/2020 Further closures have taken place. Report to be written by the end of September 2020                                                                                           Work has been undertaken to focus on CIN cases. Case closures and step down work by locality teams is also showing signs of improvement during May and June, compared with previous months (e.g.; 72 closures in March, 89 during April and 86 during May). Further planned work during June, July and August 2020 with a further 86 cases planned closure.  \n\n","Position statement on data produced.",null,"2021-01-25"]
[3.13,"Prepare summary report following completion of above with sustainability actions identified.","AC",null,"2020-07-31","r","Learning highlighted and BAU arrangements established to ensure drift all cases are progressed in a timely manner.","11/01/21 - Although the report highlighted actions and work to be progressed these have not been sustained therefore an updated report will be required once 3.12 has been actioned.\n11/12/20 - the report with the work undertaken to date is now available and will be discussed with relevant HoS and Assistant Director for progression of actions. \n19/11/20 - Updated report to be progressed as to how many step ups, step downs and closures are identified from CIN panels. Report available mid December 2020. \n15/10/20 CIN panels are now been held at least fortnightly in the Localities. We have identified plans to step down and in some case up. Further work to be undertaken to ensure no draft plans are still on the system.                                                         21/09/20 CIN panels are progressing focusing on either step down or step up work. \nReport has been completed on the CIN review and step down. Actions and recommendations to be progressed from this report \n","Further report to be completed 30/09/20 to advise if actions have been sustained and there is evidence that culture has begun to change.\nStep up / step down CIN report\nCINS review step up and downs.",null,"2021-01-11"]
[3.14,"Establish practice direction and guidance to ensure that each child has an individual child in need plan to replace any family plans","WD","JB","2020-07-31","R","child centred and outcome focused planning which results in purposeful, timely and effective intervention.","11/01/21 - CIN pathway guidance will be recirculated and there is some evidence of audits showing impact of the work undertaken. The weekly CIN panels introduced in Nov 2020 are also having oversight of CIN plans. this links  3.13\n11/12/20 - weekly CIN panels introduced in November will have oversight of CIN plans and ensure that they are being progressed in a timely way and that they are child centred.\n19/11/20 - Team Managers and social workers are progressing individual child's plans ensuring that the focus of intervention is on the individual child rather than the family. \n15/10/20 - Further work is being undertaken by Partners in Practice which will enable feedback on the level of CIN planning and review and will inform the practice direction and guidance.               21/09/20 meeting to be organised between AC/WD to produce CIN pathway and review 10 October 2020                                                                      Review of CIN cases and plans in locality teams (June 2020). \n\n","Review report - CIN work\nAudits by Partners in Practice.",null,"2021-01-11"]
[3.15,"Conduct analysis of what the signposting/step down pathway is for families where CP conferences do not end in a plan","NCo/RB",null,"2020-06-30","G","Consistent application of thresholds, leading to effective help and support to children proportionate to risk and need.","14/01/21 - The original cohort from June 2019 - May 2020 have been tracked and the analysis supports decision making at ICPC\n15/12/20 - Analysis partially completed; revised completion date 24/12/20\n\n18/11/2020 Analysis of next three months cohort to be completed by 30/11/2020.\n\nAnalysis completed, including tracking of outcomes for all children (89) not made subject of CPP at ICPC (June 2019 – May 2020) All 89 were made subject of CIN plans. 40 are now closed to CSC, 7 have subsequently been made subject of CPP and 42 remain open as CIN","Summary report completed 14/06/20.",null,"2021-01-14"]
[3.16,"Ensure Group Manager level review and oversight of progress of all children who remain subject of CPP after their second review child protection conference (9 months +)","NCo\nWD *",null,"2020-07-15","g","Clear trajectory of risk and analysis of likelihood of change in place for children on longer-term CPP to assess effectiveness of plans and need for escalation.","11/01/21 - The panels continue in each Locality on a monthly basis. Update report required on impact by end of January 2021. Analysis report presented to weekly audit meeting in December 2020.\n15/10/20 Ongoing and up-to-date CP panel review. From October 2020 Panels will re-visit progress of children reviewed earlier in the year who remain subject of CPP in order to 'close the loop'                                                                                              21/09/20 an increase in trajectory for children ending child protection plans with the majority of children ceasing a CPP in under one year. ongoing panels and work to commence on the Cohort of re registrations during October and November 2020.                            All children subject of CPP for 9 months + now reviewed in 2 phases – 12 months + and 9 months +. Process in place for monthly panel review after 2nd RCPC (and ongoing CPP) (final guidance to be issued by 10/07/20). Analysis report produced - 15/07/20. At 30/06/20 the number of children subject to CPP for 9 months + had reduced from 190 (Feb 2020) to 121.\n","CPP analysis report\n",null,"2021-01-11"]
[3.17,"Conduct a thematic audit to explore destination of cases that end in less than three months.","DH *\nJB",null,"2020-07-15","G","Robust application of threshold for CP conferences to ensure that the right children are presented to CP conferences and managed through that process, at the right time","15/01/21The audit scheduled for 2021 includes a further thematic audit of child protection plans ending at the first review in October 2021.\nAudit of 81 children whose CP plans ended at 1st CP Review completed (From January to August 2020.  44 children's plans ended because the children are now CLA.  ICOS were granted.  12 of these children were removed at birth.  No sustained parental changes noted. 5 children are now subject to CAOs.  3 children moved to grandparents' care - no order in place; they are reported to be safe. 1 child has moved back to Spain with parent.  1 young person turned 18.  5 children's plans transferred to other LAs.  CP plans ended appropriately for the 59 children. 19 children's plans stepped down to CP.  Decision to end CP plan was overly optimistic for 14 out of 19 children - period of time to sustain positive changes could have been considered.  5 out of 19 children's CP plans ended appropriately.  Learning shared with the IRO service.  Number of children whose plans stepped down to CIN from June to August has reduced significantly to only 3 - this shows that threshold is now being applied appropriately.","Report on Thematic Audit of CP cases that end in less than 3 months",null,"15/01/2021\n04/09/2020"]
[3.18,"Review all dual plan cases and ensure Care Plans cover all safeguarding risks.","NCo *\nRB",null,"2020-06-30","P","Children should only be subject of dual plans in exceptional circumstances.","14/01/21 - Numbers of Children subject to Dual Plans is at a consistently low-level and those with Dual status is for the minimum duration needed due to weekly monitoring\n18/11/20 Continued weekly monitoring of reduced numbers\n15/10/20 - Guidance agreed and in place. Smaller number of children (5) subject of dual status as of 01/10/20                                                                                         21/09/20 - On HoS agenda for SLT on 24/09/20               - Clear practice guidance is needed to prevent parallel planning for children and to address some local ‘custom and practice’. Guidance to be agreed and in place by 31/07/20. As at 07/09/20: draft guidance produced but not yet agreed & implemented.                                                                         - Review completed. Numbers are low (an average of 12 at any one time) – plans in place to end dual status for each child except 1 (exceptional circumstances). \n \n ",null,null,"2021-01-14"]
[3.19,"Prepare position statement on assessment and provision of housing for homeless 16 and 17  year olds","RR *\nDC\nNH",null,"2020-07-20","G","All young people are offered a social care assessment of their needs and appropriate housing solutions.","14/01/2021 Champions working well and joint assessment progressing smoothly.  Working group continues to meet.\n11/12/20 No updates at this time\n20/11/2020 - Champions identified in all assessment teams, training delivered, joint assessments process in place.\n16/10/20 - Working group in place presenting at CSIB on 20/10/20, manager briefings taking place, identify youth homeless champions in all assessment teams and joint assessments carried out. Being reviewed every month last review 14/10/20 next is 02/12/20                                                      21/09/20 Position Statement completed                                 Position statement to be finalised once work below is completed.\n\n","Action Plan in place.\nPosition Statement signed off by CYPFS and Housing.","Youth Homelessness Task and Finish Group RR/DT","2021-01-14"]
[3.2,"Revise policy, procedure and guidance on requirements under the Southwark Judgement for joint assessment of needs to homeless 16 and 17 year olds.","RR *\nDT\nNH",null,"2020-07-20","G","All homeless 16 and 17 year olds are offered a statutory assessment jointly conducted by social care and housing professionals.","14/01/2021 Champions working well and joint assessment progressing smoothly.  Working group continues to meet.\n11/12/20 regular working group meetings being held\n20/11/2020 - Champions identified in all assessment teams, training delivered, joint assessments process in place.\n16/10/20 - Working group in place presenting at CSIB on 20/10/20, manager briefings taking place, identify youth homeless champions in all assessment teams and joint assessments carried out. Process and pathway in place. Being reviewed every month last review 14/10/20 next is 02/12/20                                                                                                    21/09/20 homelessness champions identified in each assessment team to conduct joint assessments with TYS. Protocol approved and continues to be a working document.                               - Multi-agency meeting (6/7/20) has established work to produce new procedures and pathway. Includes requirements for assessments to be carried out by SW, TYS and housing. Choice offered to YP for S17 or S20. 16+ homelessness champions to be established in each team.            \n- Review arrangements and protocol and information leaflet established in September 2019 for a dedicated SW in the Pathway Team to lead on statutory assessment for homeless 16+ young people.\n\n","Improvement Action Plan in place with working group.  Joint Protocol revised and awaiting approved.\nJoint Assessment Records\n","Youth Homelessness Task and Finish Group RR/DT","2021-01-14"]
[3.21,"Review commissioning of housing options to ensure good breadth and range of housing options providers.","RR *\nDT\nNH",null,"2021-03-31","A","A good range of housing options is available to match the needs of young people experiencing homelessness.","25/01/21 - Change Control approval - date change to 31 March 2021. \n14/01/21 Awaiting project plan and timeline from Adult Social Care.  In the meantime we have regular meetings with Housing to look at the shared tenancy and housing first programme.\n11/12/20 in progress ASC leading\n20/11/2020 - Housing related support recommissioning to commence 2021.  Working with Housing relearning from Housing first pilot / further development.\n16/10/20 - Working with Housing to look at further development of Housing First pilot and shared tenancies.                                                                                    21/09/20 Await ASC who lead the process.                                          Action Plan in place with Housing/ASC Colleagues, Housing Related Support (HRS) to commence recommissioned 2021\n\n","Improvement Action Plan in place with working group.  ","Youth Homelessness Task and Finish Group RR/DT","2021-01-25"]
[3.22,"Review safeguarding arrangements for Children and Young People with Disabilities","NH\nNH *",null,"2020-08-31","G","Ensure that thresholds are well understood and children and young people receive services appropriate to their need for protection as well as support.","14/01/21 CWD review completed by AC and recommendations presented to SLT in October. Implementation discussions taking place. \n14/12/20 - CWD review progressing.\n19/11/20 - initial review of provision for CWD completed and presented to DCS SLT in October 2020. Small working group established to take forward recommendations. \n18/09/20 experience Group Manager started in post 1 September 2020. Cases in Localities reviewed and were appropriate transferred to disability team. Independent Head of Service completing wider service review October 2020 including consultation with key stakeholders and parents forum.                                                            Safeguarding arrangements for children with Disabilities  were reviewed following the January 2019 visit. Children who were subject to CP Plans were moved to  social workers in the locality teams to ensure that case work focused as a priority on risk and safeguarding practice. A ‘lesson’s learned’ review was undertaken on specific cases of concern and additional training was also provided for the members of the Children and Families Disability Team. There was also additional social work capacity brought into the team and a higher level of involvement with Early Help services with additional capacity in this area. These arrangements are under evaluation from July 2020 and recommendations will form part of any revised proposals on completion of the evaluation. It is anticipated that following the above actions it will be timely and appropriate to move Disability Child Protection casework back into the specialist service.  A new Group Manager with specialist knowledge and experience in the field of disability has also been appointed from September 2020 to oversee the service.\n","CWD Review report due October - CWD by AC",null,"2021-01-14"]

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{"sheet":"4. CLA","index":8,"n_rows":40,"n_cols":11,"rows_kept":40,"cut":false,"hidden":false,"merged":[[0,0,0,1],[0,2,0,10],[1,0,1,10]]}
["Key",null,"Inspection findings and other issues to address"]
["Children Looked After"]
["Ref","What We Need To Do","Project Lead","Project Support","Due Date","Status (RAGP)","What do we want to achieve?","Progress Update (REORDERED 26/10/20)","Evidence","Accountability for Sign Off","Last updated"]
[4.0999999999999996,"Establish CLA Improvement Group with clear ToR and work plan to drive and oversee improvement activity.","PA",null,"Review end of Nov","G","Clear leadership, direction and overview of improvement activity and capture of impacts.","14/01/2021 - Strategic group subsumed into newly formed DCS Children Looked After Strategic functions.\n10/12/2020 - Forum now established\n20/11/2020 - Forum implemented successfully to early to establish impact on children but tracker in place to ensure drivers for permanency.\n15/10/2020 - Forum scope completed, temp arrangement for chair of gateway and new processes completed with a view to launch of forum mid November                                                              25/09/2020 -  Further support from PIP undertaking a Fostering review further detailed work on examining the notion of a forum has been undertaken and next stages of implementation.                                                            Task group established and support from PIP\nPIP review now completed with recommendations of support and assistance welcomed by service\n\n","Minutes, ToR and work plan\nImpact should be demonstrated over the next 3 - 6 months \nPermanency tracker in place and pro-active.",null,"2021-01-14"]
[4.2,"Commission independent audit of all CLA cases and report on findings","AC",null,"2020-05-31","G","Assurance around safety of all CLA following concerns raised in monitoring visit","11/01/21 - Weekly meetings are now held to ensure closing the loop on all audit activity. \n11/12/20 - This is now reverting to business as usual and will be driven by the Quality Assurance Team.\n19/11/20 - continued weekly focus on closing the loop on all auditing work. Themes and identified learning discussed in stop the clock sessions and in weekly Team manager meetings. \n15/10/20 - we are progressing with a structured approach to ensuring closing the loop is undertaken on all dips sampling and audited cases. Agreement for HoS to present with GMs any learning or good case examples at the weekly meeting.                                                                                           21/09/20 all cases have now been considered in the weekly programme and either further actions have been requested for completion or the loop has been closed as no further action was required. \n- Outcome of audit reported to Directorate SLT and Improvement Board May 2020. All of the cases from the audits of CLA cases are subject to a weekly programme of review by Heads of Service, where actions are tracked and themes identified to support the practice learning programme. Position statement provided every week                                                                                - Audit completed 30/04/20. Remedial actions identified and are tracked by HoS and progress is reported to SLT.\n \n","Case audits. Audit tracker.  Position statements every week from HOS. Distributed to all HOS with an action to be discussed with GM's and TM's \n2 weekly audit reports\n",null,"2021-01-11"]
[4.3,"Establish detailed  service action plan in relation to audit findings and issues arising from inspection","NH",null,"2020-04-30","G","Ensure Improvement plan for ILAC Service is established to support oversight of  improvement work. The plan focuses on three key priority improvement areas arising from inspection \n1) Identifying and Managing Risk\n2) Child Centred Practice\n3) Planning","14/01/21 NH Updates for  ILAC 13/01/21 - gone to JW and Improvement inbox\n14/12/2020 - CWD service plan is in place and reviewed monthly. Team plans in place.\n18/11/2020 - Completed and monitoring monthly\n21/09/20 No further update 15:10:20 Ref: 3.9                    - Monthly review and recording of management oversight with GM and Team managers.                             - Feedback from performance data and audit is used to evidence the plan.\n - ILAC improvement reviewed and plan in place from April 2020. \n\n","Hyperlink to plan\nILAC Service Plan\nMinutes management oversight meetings",null,"2021-01-14"]
[4.4000000000000004,"Audit and track CLA Annex H cases","DH *\nRD\nNH","JW","31/03/2020\n31/07/2020","G","Ensure any child identified with unmet need or risk has effective plan which is ensuring safety.","15/01/21 All Annex H cases will have had case file audits/re-audits between Oct 2020 and January 21.  Report and outcomes on progress will be completed by 5 Feb 2021.\n'14/01/2021 - NH January update to DH for ILAC and Leaving Care\n'11/01/2021 - Locality update on Annex H at 3.11.'\n14/12/2020 - two weekly management oversight reviews continuing. \n'- ILAC Management oversight tracker in place for all ILAC Annex H cases and reviewed two weekly.   - Annex H re-audits has been completed - position statement has been provided on 6th August 2020, highlighting what has worked well and areas of improvement                                                                          - An audit of all the CLA Annex H cases was completed in March 2020, with clear recommendations provided, and actions sent to SWs and managers.\n \n "," - Case audits\n - Progress Report on CLA Annex H Audits Position statement - hyperlink to Position statement",null,"15/01/2021\n14/01/2021"]
[4.5,"Undertake CLA population segmentation","NH *\nCB",null,"2021-02-15","A","Understanding the CLA cohort: where they’ve been, where they go, what happens to them whilst looked after (placement moves, etc.), in order to better equip us to understand how we can make the right decisions to safely reduce our CLA population.","25/01/21 - Change Control date change to 15 Feb 2021.\n15/01/21 Sufficiency strategy and value for money working group established this will meet on a fortnightly basis. Initially it will consider the last 50 children who have required an agency placement this will look at need, cost and other variables including race and culture. Report to be in place by the 15th February. \n14/01/2021 - NH and CB to complete segmentation report by 15 Feb 2021\n18/11/2020 - as below\n16/10/2020 Analysis being completed by JW/Pa to be presented to the Improvement Board.","Completed analysis (with a review/refresh date).","Children’s Improvement Board","2021-01-25"]
[4.5999999999999996,"Review placement sufficiency strategy","MP",null,"2020-02-15","G","To understand breadth of need and contexts across CYP entering care or at edge of care, with appropriate focus on diversity of children and young people across protected characteristics to ensure sufficient placements to meet need and choice.","15/01/21 Group has had initial meeting and project plan is now in place.\n09/12/2020 -Sufficiency strategy and value for money working group established this will meet on a fortnightly basis. Initially it will consider the last 50 children who have required an agency placement this will look at need, cost and other variables including race and culture. Report to be in place by the 15th February. \n18/11/2020 - North Yorkshire have now shared copies of their documents including analysis of need - plan to look at how this can be replicated within Hull, discussion to take place with Performance Team, initial draft to be in place by 31st December 2020\n15.10.2020 3 month action plan now in place with North Yorkshire                                                                          22/09/20 Meeting booked in for action plan with North Yorkshire 23 September 20.                                        - Specific sufficiency fostering scorecard has been developed. As at 6.9.20 the sufficiency strategy has been updated to include data on ethnicity as recommended at the last monitoring visit. As part of the work from the North Yorkshire support will be given to look at how to enhance our sufficiency data.                                                                                            - Sufficiency Strategy is currently being updated to reflect changing needs and include year-end data\n\n","Refreshed sufficiency strategy- hyperlink to strategy to be added\n\nhyperlink to fostering sufficiency data","SLT","2021-01-15"]
[4.7,"Enhance support to improve stability of placements for looked after children","MP",null,"2020-08-31","G","Develop business case to establish Mockingbird scheme in Hull","15/01/21 Decision record and OA are now signed and contract agreed with National Fostering network with commencement of project from February 2021\n09.12.2020 - Decision record and OA are presently being circulated for agreement outline project plan in place and work with  NFA to commence January.\n18.11.2020 - Decision record and OA document now drafted and awaiting sign off to progress contract with Mockingbird\n15.10. 20 contracts currently with procurement          22/09/20  Memorandum of understanding received from Fostering network and Decision record to be completed.                                                          As at 6.9.20 - on 26.8.20 agreement was given to progress Hull's mockingbird Scheme                         Briefing provided by Fostering Network on 17/06/20 to Fostering, Looked After SWs and Finance. Agreement that this project would assist Hull in improving stability of placements. Currently awaiting costings from Fostering Network to develop business case. \n","Mockingbird Business Case- hyperlink to this once developed\nDecision Record and OA","SLT","2021-01-15"]
[4.8,"Embed family meeting/Family Group Conferencing approach into edge of care model","RR\nRD *",null,"2021-02-28","A","Increased capacity and resource to embed FGC across EoC model.","18/01/21- discussion held with PT and RR. There is a FGC report being finalised with analysis of previous 12 m referrals, to form basis of a discussion around next steps and how FGC is used across the directorate\n15/01/21 - EoC Steering Group continues to meet to progress and embed reviewed EoC model.\n18/12/20 - new edge of care model to be launched Feb 20. SOS training commences January 21. Meeting arranged to review intensive family support in January 21.\n19/11/2020 - significant progress made with Edge Care Panel and service supported by a partner in practice North Yorkshire. Partners including psychologist involved and cycle of change training completed.\n16/10/2020 Edge of Care action plan in place and progressing including development to Edge of Care Panel and training with partners. Service supporting 30 families.                                                         18/09/20 discovery sessions with Partners in Practice completed early September 2020 and work moving into implementation phase.                                    EoC initial discussion taking place in July to explore future models and timeline\n\n","Edge Of Care action plan\nPresentation Materials form North Yorkshire.","CYPFS SLT","2021-01-18"]
[4.9000000000000004,"Strengthen multi-disciplinary edge of care capacity to support children/YP in remaining at home with their families","RR\nMP\nRD *","DC \nJMu","2020-09-30","G","A clear understanding of needs and trends of children becoming looked after and the service required to meet this need. ","15/01/21 - EoC Steering Group continues to meet to progress and embed reviewed EoC model.\n18/12/2020 - Reviewed Edge of Care provision will be launched Feb 21. 28 day response model developed to support rehabilitation plans. \n19/11/2020 - significant progress made with Edge Care Panel and service supported by a partner in practice North Yorkshire. Partners including psychologist involved and cycle of change training completed.\n15/10/2020 - Significant work completed regarding analysis of children admitted to care in the last 6 months and trends. This together with development with North Yorkshire has achieved a clear local focus around changes and development needed. Clear action plan in place.    18/09/20 Presentation to go to Children and Young People Families Board Thursday 24 September to promote partnership engagement. \nCLA task and finish group chaired by DCS started on the 18th September 2020.                                                   As at 6.9.20- discovery workshops with North Yorkshire PIP have now concluded. Action plan and further support to be outlined; including service wide understanding on Hull's approach to residential care, developing its own non-negotiables, distinguishers and Hull's version of No Wrong Door.                                                                          North Yorkshire PIP have been commissioned to undertake a review of Children’s Homes including Edge of Care. A series of workshops are scheduled to occur in July/August. PIP Discovery work to be completed by 25/08/20 \n\n","PIP discovery templates and feedback from workshops- hyperlink to PIP work\nChildren and Young People Families Board presentation.\n","CYPFS SLT","2021-01-15"]
[4.0999999999999996,"Assess all S20 cases for likelihood of safe return home with intensive support","WD",null,"2020-09-30","g","Ensure all children remain s20 for a minimum period to prevent drift and delay. Either children are supported to return home safely through intensive intervention and support without delay and are enduring  or escalated into court to ensure all children have alternative permanency plans secured either within their family network, adoption or other orders ","11/01/21 - KLOE to be updated end of 18 January 2021. Forum is now active and reviews cases presented to legal gateway were section 20 has been agreed to prevent drift in planning.\n11/12/20 - KLOE to be updated end of December 20\n19/11/20 - KLOE completed . Consider lessons learnt and any resulting changes needed to practice.\n15/10/20 This will be done during October 2020. KLOE to be provided.                                                               21/09/20 data to be requested for all section 20 in Localities and to reviewed.                             Programme has commenced - informed by findings of CLA audit. Position statement to be completed by 30/09/20\n\n","KLOE",null,"2021-01-11"]
[4.1100000000000003,"Establish permanency decision-making and accountability pathway","PA *\nNH",null,"2020-09-01","g"," - Formal process in place for driving permanency arrangements in child’s timescale.  Rigorous accountability and quality of assurance of robust and timely decision-making and plans. Family Court has confidence in quality of planning and ratio of orders sought and granted improves.\n - Only the children who need to be in care are in care.\n - Clear accountability pathway in place for timely decision-making re care plans with explicit QA activity supporting approvals","14/01/2021 - Interim arrangements for Permanency plans legacy cases begins w/c 18 Jan.\n10/12/2020 - Forum now established\n20/11/2020 - Matching report now in place and ready to implement the matching panel.\n15/10/20 - Matching proposal report now completed to be progresses alongside forum. Forum will provide tracker function.                                - Support from PIP in early stages proved useful and will be continued.\nWork of Permanency Board has a number of task groups, Permanency pathway being supported by PIP\n - Permanency Improvement work led by improvement Team has been established and workstreams are identified. This will include further training for staff regarding Permanency Planning. Tracker for those with a plan to leave care via a permanent order is established and reports monthly.\n ","Spreadsheet of cases reviewed via ILAC monthly monitoring meeting  re discharge from care by legal order. Minutes and decision record from weekly Permanency Panel for individual children discussed.\nPermanency tracking pro-active",null,"2021-01-14"]
[4.12,"Establish post of Care Proceedings Case Manager","RD *\nKR",null,"2020-09-30","G","Consistent oversight of all public law cases to ensure effective and timely acre planning for children.\n","15/01/21 - no appointment made, further advert progressed and interview will be in January 2021. There are 4 applications received including internal and external.\n18/12/20 - Interview Monday 21 December 2020\n19/11/20 - post currently been advertised.\n16/10/20 - funding confirmed and post created.       18/09/20 meetings have taken place with legal services and job description written.\nNot yet commenced.\n","Job description.",null,"2021-01-15"]
[4.13,"Establish/review PLO and Care Proceedings Tracker","AC *\nAO",null,"2021-02-25","A","Children who are at risk of significant harm are managed effectively through the PLO process and through intensive and timely interventions remain with their family and do not  require separation through the courts. Target is to reduce number of care proceedings by 50% in incremental stages.  For children who are subject of care proceedings final orders meet or are better than court timescales.  Reports and oral evidence provides confidence and assurance to the courts to secure permanency plans are agreed at the final hearing and there are no PWP orders/supervision orders. ","25/01/21 - Change Control Approval - date change to the 25 February 2021\n11/01/21 - Validation spreadsheets have been given to all service areas with timescales for updates. This work is still in progress and it is anticipated that this will be completed by the 15 Feb 21. Request for date change. Further work is needed with Practitioners in the legal work space process and ensuring compliance to case file management. This again is anticipated to be finalised by 15 Feb 2021.\n11/12/20 - validation work is needed on the data within liquid logic for dates prior to the 15 November when we went live with forum. Up to date information from the tracker will only be available from mid November until the validation work has been undertaken. Currently separate spreadsheets are being utilised.\n19/11/20 - we have developed a legal tracker that effectively manages the PLO and proceedings process. Culture change is needed to ensure all practitioners commence the legal episode on Liquid Logic and reduce the practice of saving documents within a word share drive. \n15/10/20 - there has been issues with the liquid Logic system. this has been highlighted with them as urgent however there will be delay to the implementation of the tracker and further Liquid Logic training will not be available until mid November.                                                                                  21/09/20 further work ha been undertaken on reshaping the PLO process. There has been delay in the legal arena due to COVID. Although a basic spreadsheet is utilised for PLO and Care Proceedings tracker. Development work is being undertaken with Liquid Logic and performance colleagues to ensure the tracker is in place on our case file system. this is to be implemented by the end of October 20.                                                                   - A care proceedings tracker is under development and will be in place by the 15/07/20. Position statement to be completed by 30/08/20\n - The PLO tracker is in place to ensure children are reviewed on time.                                                                     - The implementation of a legal escalation form is in place to reduce drift and delay and actions remain on target. \n\n ","x2 Trackers ",null,"2021-01-25"]
[4.1399999999999997,"Deliver PLO training as part of ASYE programme and social work inductions","AC *\nAO\nJB",null,"2020-09-01","g","ASYE and SW’s will have opportunity to broaden skills and understand core legislation and procedure, assisting with care planning and decreases the number of care proceedings which result in PWP. ","13/01/21 - 4 ASYE attended the workshops delivered by legal consultant and legal colleagues.  There is a meeting between the court case manager/legal services and Improvement Team to develop this further embedding workshops and briefings into the ASYE Induction programme.  This is to ensure that right from Induction the workforce are clear about the PLO process and what is involved.  A rolling programme is to be developed following the meeting on 13 January 2021.\n11/12/20 - no further update\n19/11/20 - workshops have commenced with further sessions planned for December and the New Year. Feedback report will be drafted January 2021. \n15/10/20 - PLO paperwork and process all been ratified and distributed to all core areas. Further workshops to be presented during November on both public and private law and court skills training scheduled to undertaken in January.            21/09/20 further work has been under taken on the reshaping our PLO process. This is to be incorporated into social work induction and ASYE induction once ratified at SLT with a completion date of 15 October 2020.\nInitial scoping meeting organised for 08/07/20. Induction guidance in first draft for ASYE. This to be completed by 24/07/20 for SLT approval and endorsement.  \n","ASYE guidance completed and distributed with clear pathway to include Induction to Legal Services\n ",null,"2021-01-13"]
[4.1500000000000004,"Establish quarterly sampling of cases which have exceeded 26 weeks in care proceedings, and those which have concluded in significantly less than 26 weeks.","DH *\nAC\nAO",null,"2021-02-15","A","Drift and delay will be reduced. Family Court will increase its confidence in the service. Learning will be disseminated to staff from positive and negative experiences of meeting timescales for children.","25/01/21 - Change control approval - change lead to DH include AC and AO. Remove RD/NH. DAte change to 15 February 2021 approved.\n15/01/21 Data on cases within and exceeding 26 weeks for care proceedings has been provided by Legal on 11/01/21.  Further meeting to plan dip sampling scheduled for 18/01/21.\n11/01/21 - This hasn’t been actioned since the previous project lead left the LA. Therefore new project lead assigned. Data to be requested from Legal to formulate cases to be dip sampled and regular auditing schedule to be implemented.\n \nCourt Tracker currently being developed with a plan to complete July Audit by 27/07/20","Proceedings Timeliness Audit Report",null,"2021-01-25"]
[4.16,"Commission additional capacity to deliver permanency planning casework tutorials for SWs.","JW\nPA\n*new court case manager - currently temp held by AC",null,"2020-07-31","G","All CLA plans consider permanency within four months of order and consider creative and timely public and private law options to support permanency.","14/01/2021 - Court case manage appointment imminent to expand this piece of work.\n15/10/20 - review impact end of November                 25/09/2020 - work site sessions now delivered and completed. Individual tutorials on specific cases ongoing - good feedback from staff however, to early to establish impact.                                           Business case completed and additional capacity identified. To commence mid July.\n\n","Issues evident at forum in absence of timely permanency planning by some workers",null,"2021-01-14"]
[4.17,"Additional capacity to support improvements to reports to court","JW\nPA *",null,"To review end of November","G","Family Court has confidence in Hull’s plans, improving the orders sought and granted ratio.","14/01/2021 Post of Court Case Manager will be appointed by the end of January and will pick up this piece of work.\n15/10/20 - review impact end of November                     25/09/2020 -work site sessions now delivered and completed. Individual tutorials on specific cases ongoing - good feedback from staff however, to early to establish impact. \nFurther investigation has revealed the need to understand the detailed business processes within Legal Services. Further review work required. PA producing discussion document for this area.                                                                                     20/8/20 Two sector specialists have commenced direct casework support and training to staff working on public law cases.\nBusiness case completed and additional capacity identified. Two sector specialist identified to provide 100 days of specialist tutoring to SWs and TMs on care plans and court reports/statements. To commence mid July. \n","Forum commenced on 18th November to be formally reviewed in two months.",null,"2021-01-14"]
[4.18,"Develop specific practice guidance, and standards relating to the quality of plans, with associated best practice examples, reflecting SoS practice model.","JB",null,"2021-02-09","A","All social workers, TMs and IROs will have a shared understanding of what good children’s plans look like and will be supported by practice standards, materials and good quality exemplars. ","19/01/2021 - This has been circulated to SLT feedback received some revisions taking place. Limited number of examples of sufficient quality  of practice submitted.\n11/12/2020 - Awaiting practice examples to go out with guidance. Anticipated completion on 18th December\n16/11/2020 - no further update, practice examples required \n23/10/2020 - Guidance completed will be submitted to SLT w/c 26/10/20 for approval. 22/09/2020 - initial guidance in first draft awaiting for a practice example from service area (East)\n",null,null,"2021-01-19"]
[4.1900000000000004,"Redesign the SGO offer and reshape support staff capacity accordingly.","MP *\nNH",null,"2021-03-31","A","To ensure that those children and young people who can be safely supported to leave care do so at the earliest opportunity.","25/01/21- Change Control approval date change to 31 March 2021.\n15/01/21 Partners in Practice review of Fostering Team to commence in February this will include the Connected Carers Team which provides post order support, following this a report to be presented to SLT to outline the changes required. It was anticipated the work from Partners in Practice would commence earlier therefore due date for action to be reviewed. New action date is therefore 1st May 2021.\n09.12.2020 -This will be reviewed alongside the review of the forum.\n18/11/2020 - Agreement for SGO support now to be decided via the Forum first Forum held 18/11/2020.\n15/10/2020 this work is now being considered through the development of the  Forum                      22/09/20 No further update                                                   As of 6/9/20 meeting has been held with AD to look at mechanisms for the agreement for SGO occur. HOS identified to quality assure all applications for SGO which will be a similar process to ADm for adoption. This will assist with improving quality and timeliness of work. Further discussions need to occur to look at how support to families will be realigned.\nWithin Permanency Improvement Plan. Tracking of long term LAC children through to DCO/SGO/CAO via ILAC Monthly Permanency meeting. ","Numbers leaving care via permanent order reported monthly in Monthly Performance Report.",null,"2021-01-25"]
[4.2,"Review all Placement with Parents plans and establish intensive support to discharge where appropriate","NH *\nWD\nDH",null,"2020-07-30","g","To ensure that those children and young people who can be safely supported to leave care do so at the earliest opportunity.","14/01/21 Placement with parents in ILAC reviewed and tracked on a fortnightly basis, HoS oversight of all PWP in place where appropriate discharge of care order has been progressed \n11/01/21 - review of audit recommendations for Locality cases to take place by 22 January 2021. Permanence Panels are to be implemented week commencing the 18 January 2021 to address all outstanding permanence plans.\n14/12/2020 - Audit undertaken and completed by Bron Sanders and recommendations shared.\n18/11/2020 - all ILAC cases reviewed and tracked.\n16/10/2020 - report being produced by Chris Senior and James Keel by W/c 19/10                                   21/09/20 revised timescale meeting week commencing 28 September 2020.                                         - Currently there are 49 children placed with parents.  \nThese are under review with a plan of providing the initial report by 10/07/20                                           - Action identified and discussed as part of audit plan. ILAC Monthly Management Oversight reviews all PWP and the ILAC Permanency Tracking Meeting drives activity regarding discharge where it has been considered appropriate. \n\n","Position statement information to be completed be incorporated in the September Accountability meeting",null,"2021-01-14"]
[4.21,"Strengthen capacity for, and quality of, Connected Carer assessments","MP",null,"31/03/2021`","G","Connected Carer assessments consider whole-life issues for children to ensure their life chances and safety are maximised through to adulthood.","25/01/21- Change control approval date change to 31 March 2021.\n15/01/21 There are currently 9 unallocated Connected Carers assessments how this work is undertaken to reduce delay will be addressed through the PIP work on fostering. It is anticipated that an initial report will be available at the beginning of May. At the same time there has been recruitment to the Fostering Assessment team and staff are now taking up post over the next month, this will assist with the increased number of assessments. Work is also occurring on how we front load private law assessments for some children rather than completing a Fostering Assessment. Meetings are taking place with Legal Services and the Judiciary. The recently established Best Practice Scrutiny Forum will assist in monitoring delays and children achieving permanency. \n09/12/2020 - Unfortunately due to increased requests for connected carer assessment there are presently a number of unallocated assessments remedies are currently being discussed with the AD. Review of Fostering by North Yorkshire PIP is due to commence in January scoping meeting is scheduled to occur on Friday 11 December.\n18/11/2020 -Positive feedback continues from Foster Panel however their is an increase in the number of connected carers assessment being requests and The Court are stating that these need to be completed on average within 8-12 weeks this is placing additional pressure on the service, a meeting is to be arranged with Legal Services to discuss this by the 30th November.\n22/09/20 feedback from Foster panel is showing improvement in quality of fostering assessments 15/10/2020 no further update                                            - A thematic audit has been undertaken of 17 connected carer placements. As of 6/9/20- alongside the joint viability assessments temporary connected carers now have a FSW allocated to them as soon as they are placed on the temporary register. This is helping stabilise placements and support children in early stages of living with connected carers. From the end of Sept 2020 the Fostering Assessment Team will allocate specific workers to connected carers assessment. This will allow them to develop specialists skills. It is hoped this will further improve quality of assessments.                                                                           - Since April 2020 Viability assessments have been undertaken jointly by a locality and fostering SW. This has improved quality of these assessments. Further work needs to occur on enhancing the quality of Fostering assessments.\n\n","Joint viability assessment on Liquid logic\nhyperlink to thematic audit on Connected carers June 2020","Assistant Directors SLT","2021-01-25"]
[4.22,"Review all CLA cases where visiting patterns have been established at 3 months to assess suitability and impact on children.","NC\nNH *\nWD\nCB\nDH ",null,"2021-02-15","A","Visiting patterns for children should be in line with child’s needs and agreed at LAC Review–informed by a recommended frequency clearly linked to child’s needs and circumstances and endorsed by a TM. ","25/01/21 - Change control approval to change lead from DH to NH. Date change approved to the 15 Feb 2021.\n15/01/21 No further update.\n14/01/21 NH all visiting for children looked after is now established at a minimum of monthly visiting. The visiting for long term CLA held by  ILAC is currently 98%. The city wide average for LAC is currently 88%.\nas at 18/11/20 new QA Manager in post to progress this work.\n- Report to LAC Review and CLAC Review to consider and scrutinise visiting.                                      - Data extracted and circulated 01/06/20. Circulated for validation and updating. 333 children still on three monthly visiting in June. 439 on six weekly visiting. August data shows an increase to children on six weekly visiting to 521 and only 1 child as visiting on a six monthly schedule. Three monthly visiting is now at 323 from 333 which is an improvement but still needs to be driven further\n","Data report circulated. June. Update data report for August received",null,"2021-01-25"]
[4.2300000000000004,"Develop tracker for health and dental assessments","CB\nNH *\nWD\nMP",null,"2020-07-01","g","Health Assessments and Dentals should be timely and recorded for all children.","14/01/21 - tracker in place and being utilised following the development work by Julie Saville and Carol Brown, monthly meetings in place with HoS for ILAC, designated doctor Dr Razan Hadad and designated nurse Lorna Morris. Dr Hadad is attending Stop the Clock days across the service to provide training on consent. Health assessments are at 91% however dentals have fallen to 37% due to the impact of covid\n14/12/2020 - Health tracker from Liquid Logic in place and completed by Carole Brown. Dental performance is still affected by Covid-19. Monthly meetings established with the new LAC doctor, designated nurse and HOS to discuss progress.\n18/11/2020 - Performance on health assessments remain stable and dental checks affected by COVID-19\n16/10/2020 - LAC and Care Leavers  Health forum held on 12 October. Dental issues escalated CCG for action. Health assessments continue face to face.                                                                                              21/09/20  following COVID restriction dentals still remain a challenge. Meeting with Lorna Morris at the CCG on the 22 September to explore alternative ways of delivery dental checks for LAC \nMonthly monitoring is in place and despite COVID has remained stable for Health Assessments . Dental checks have seen a drop related to the suspension of direct routine dental services during COVID\n","Monthly performance reports\nCLA and LAC Health Forum Minutes",null,"2021-01-14"]
[4.24,"Partner in Practice to conduct a review of the Virtual School","Jo",null,"2020-08-15","G","Effective VS arrangements which deliver full entitlement to all CLA and maximise attainment and achievement outcomes","14/01/21 Improvement support from NY is in the process of gaining approval. Internal improvement workstream in the VS revising education data and interim assessment functions for year groups and roles of VS SLT.\n3/12/20 : the report has been delivered and is being moved to an action plan supported by NY. \n24/11/2020 - The action is complete . the VS is working with NY on follow up plans of action. VS taking action to review senior leadership responsibilities. NY offering further support re sharing of best practice. Changes of line management of admin staff on a temporary basis has been positive. ICT issues being addressed. \n8/07/2020 Review scope agreed with Partner in Practice. Review will commence w/c 13 July and will report end of August.",null,null,"2021-01-14"]
[4.25,"Refresh Corporate Parenting Strategy","PA",null,"2020-06-30","p","Strategy in place with support and commitment for implementation across the council and partners","14/01/2021 workshop taking place with members on Thursday 15 Jan. Agreed engagement pattern with children looked after going forward.\n10/12/2020 - Agreed at Cabinet\n20/11/2020 - now gone to Cabinet. First meeting arranged for 16th December - 5:00pm\n15/10/2020 - due to go to Cabinet in November       25/09/2020 - this goes to Cabinet in October\nAgreed by AD group CST and Corporate Parenting Board\n","Board met on 01/07/20 and agreed strategy",null,"2021-01-14"]
[4.26,"Relaunch Corporate Parenting Board","PA",null,"2020-07-01","p","Board with improved TOR’s that focus on performance and quality and ultimately scrutinise and drive improved outcomes for CLA","14/01/2020 - Workshop style arrangement on the 15 Jan to increase member knowledge and understanding of the corporate parenting responsibilities.\n10/12/2020 - Regular meetings now established with DCS, CPB Chair to set agenda.\n20/11/2020 - LGA training with Corporate Parents well attended by members - subsequent action plan to follow. \n15/10/2020 - no further update                                               25/09/2020 - Coms carried out with link in the CYPFS newsletter and the chief Exec will be providing an update mid October                          Board met on 01/07/20 with new agenda with profiles of CLA, new strategy. Good engagement\n\n","Board agenda and meeting notes",null,"2021-01-14"]
[4.2699999999999996,"Relaunch better outcomes in care group","Jo",null,"2020-07-15","R","A sustained focus and ambition of educational progress and outcomes for children in care.","14/01/21 - Revision is needed here in tandem with the half termly assessment data systems being set up by the VS. Once we have these, it will be a meeting to discuss education progress and attainment based on these figures. Interim measures during lockdown to support attendance and learning are being monitored via Learning and Improvement SMT.\n03/12/20 - No change to previous update. Outcomes data collection under review due to issues with the recent changes in the EPEP system. \n24/11/2020 - Although the action is complete the group has not met recently due to senior leadership absence and issues with reporting from the new system. \n10/7/2020 A new Better Education for Children in Care Meeting chaired by the AD for Education has been established to ensure that there is oversight not only of completion of PEPs etc. but also of the impact on outcomes for children who are looked after. This includes Hoss representation not only from ILAC but also Locality Teams.","minutes from July meeting",null,"2021-01-14"]
[4.28,"Develop a reliable baseline of knowledge of unregulated placements","MP",null,"2020-07-31","G","To clearly understand the needs of the children in unregulated placements and there is effective case planning to ensure children are safe and their needs are met","15/01/21 - Updated KLOE completed for November 2020 and further KLOE for December will be completed by 22nd January 2021. Revised management oversight arrangements to be in place from February 2021 with Group Manager joining the Strategic Group. The real time data has highlighted that some children become unregulated for short periods of time due to delays in the completion of the Viability Assessment. Stop the Clock session to occur in February/March primarily for assessment and Locality Teams on understanding the Viability/ Connected Carer process to improve timeliness.\n09/12/20 - First month of real-time data now available updated KLOE for November to be in place.\n18/11/20 - Outline of audits from independent auditor are now on all children's files in regards to Z1 placements and an example of unregulated placements. As of the wk. 23rd November data will be 'real time' which will improve management oversight.\n15/10/20 in addition to regular monthly oversight. An independent auditor has reviewed all Z1 placements this month and Sample of unregulated placements- key themes of this work to follow and to be discussed at monthly unregulated meeting(19.10.20)                                        22/09/20 monthly meetings take place that review all children placed in unregulated provision.  There is a clear process for the decision making of agreeing these placements and management oversight. Further work needs to occur on Z1 placements becoming regulated and increased fostering availability for UASC.                                          - Monthly assurance reporting on unregulated placements in place.                                                             - A strategic lead has been established for overseeing unregulated placements with a monthly meeting in place to effectively track and manage the needs and plans of children in these placements.\n\n ","hyperlink to June report on unregulated placements\n\nJune report on unregulated placements presented to Corporate Parenting Board. Monthly report from July is now available ","Assistant Director’s SLT","2021-01-15"]
[4.29,"Revisit views of care leavers to ensure there is a suitable range of accommodation","MP\nNH *",null,"2020-08-31","G","To hear the current views from care leavers about the types of accommodation they experience and any unmet needs.","14/01/21 - Accommodation post agreed by SLT and presented to the Unions on 13/1/21  this is due to be implemented in March 2021 to support the development of capacity for the needs of these groups.\n14/12/2020 - views of care leavers. Paper presented to SLT on 8 December this included improved support for accommodation for UASC care leavers. Recommendations agreed.\n18/11/20 - As below\n16/10/20 - SLT report complete and budget implications identified for SLT                                             21/09/20 16-25 Dynamic purchasing system is now live and proposals for specialist UASC housing resource to go to SLT by the end of September 2020.                                                                                              - An established in house supported housing scheme is in place and a Housing First Scheme has recently been developed. Further work to be undertaken with Room 42 voice group to gain views on current provision. Further work has been undertaken in acknowledgement of the specific needs of UASC to consider how to ensure resources to meet their cultural and support needs.                                                                                           - A commissioning framework for supported living based on an enhanced specification for 16-25 year olds is due to be launched in August 2020.\n- The Charter report that 85% 0f 17-18 year olds and 93% of 19-21 year olds are in suitable accommodation. There are an extended range of organisations providing accommodation for 16-25 year olds in the city. Initial feedback confirms that this has improved in quality and further work needs to occur to hear up to date views. \n\n","hyperlink to Charter 03/07/20\n\nhyperlink to supported living specification\n","Strategic Care Leavers Group","2021-01-14"]
[4.3,"Conduct analysis to clearly understand those children who have experienced multiple placement moves","MP",null,"2020-08-21","G","A clear evidence base to fully understand the cohort of children who have experienced 3+ placement moves and what action needs to be taken to increase stability.","15/01/21 - Thematic audits now complete currently awaiting audit report by 31st  January.\n09/12/2030 - The audit schedule for December is focussing on children who have experienced three placement moves report will be available in January the work on the revised sufficiency strategy will also assist with understanding this cohort more clearly with the target date of this work being completed by the 18th February.\n18/11/2020 - No further update\n15/10/2020 No further update                                            22/09/20 Data is now available on children with 3 placement moves and ongoing analysis needs to occur to continue to identify gaps in placement provision.                                                                                     As of 6/9/20 Initial analysis and thematic audit has been completed of those children who have experienced 3+ placement moves.                                  - Thematic audit is scheduled to occur on children who have experienced multiple placement moves . Thematic Audit has commenced looking at a 10% sample of children who have experience 3 placement moves. This involves speaking to the FSW/SW and IRO and looking areas of good practice and learning to improve stability rates. Thematic Audit to be completed by end of August 2020.                                                                                                                                                                                                                                                             - Initial baseline report has been produced on the number of moves children have experienced and monthly reporting system are in place. Following Peer review by Essex PIP Fostering Service Plan in Place.\n             \n","hyperlink to Fostering Service Action Plan\n\nhyperlink to Placement Moves report June 2020\n\nhyperlink to thematic audit on placement moves once completed\n","Assistant Director’s SLT","2021-01-15"]
[4.3099999999999996,"Review value for money and impact of current in house residential provision.","MP ",null,"2020-03-12","G","There are sufficient Children’s Homes and Foster Placements for children","15/01/21 - Initial meeting of the Sufficiency Strategy Value For Money task group has been held. Project plan in place. Target date of 12th March remains for Value for Money report.\n09/12/2020- Sufficiency strategy and value for money working group established this will meet on a fortnightly basis. Initially it will consider the last 50 children who have required an agency placement this will look at need, cost and other variables including race and culture. Report on value for money element to be in place by the 12th March. \n18/11/2020 - Four of the six sessions have now been held with North Yorkshire on the development of the new Edge of Care service report to be presented to Children Looked After Strategic Board 20/11.\n15.10.2020 3 month action plan for development of EOC service with relaunched planned for January 2021. 6 sessions are planned first to occur on 16.10.2020                                                                                22/09/20 meeting to agree action plan with North Yorkshire to be held on the 23 September 20.            As of 6/9/20 - at the end of August 2020 the discovery work by North Yorkshire PIP has been completed. This has involved some initial analysis of the cost and impact of residential provision in Hull. The next stage of this work will look further at the costings and impact, but more importantly the whole services view on children's homes, how this culture can be changed, with Hull developing its own non-negotiables and distinguishes for children's homes (it's value base) and its own approach to No Wrong Door\nAgreement has been given to establish two further one bedded Children’s Homes to meet the specific needs of two young people. A further four bedded home will open late 2020. A specific marketing budget has been agreed to assist with a targeted campaign to recruit more foster carers. An additional Fostering Team Manager commenced her role in April to focus on recruitment and assessment of Foster Carers. Additional joint finance with the CCG has allowed the recruitment of a further LAC Psychologist who commenced role in April. Edge of care service has recommenced and Further work to be scoped with partner in practice to consider 'No Wrong Door' approach. Looking at specific recruitment campaigns for those children in children's homes who require a fostering placement.","hyperlink to SLT minutes \n\nhyperlink to budget reports Monthly recruitment report from Fostering Service Feedback from PIP following diagnostic sessions.","Assistant Director’s SLT","2021-01-15"]
[4.32,"Amend Permanency Panel requirements to ensure that Life-Story work is routinely presented to panel.","MP\nNH *",null,"2020-08-15","G","SWs understand the importance of life-story work and children have an understanding of their story","14/01 21 - Best practice forum has been implemented and the chair will ensure that life story work is discussed at forum\n14/12/2020 - Best practice forum is now in place to oversee permanency plans for children. A working group is now in place to develop life story materials.\n18/11/2020- As below\n16/10/2020 - Work continues - no further update     21/09/20 Data collection for life story work still remains a manual process. Oversight through the Permanency Panel is established and continuing.\nChildren who are looked after long term have a renewed focus on their life story work monitored through a system of self audit by social workers and subsequent oversight in supervision. There is also oversight through the Permanency Panel to ensure that children who are presented for agreement of their Permanency Plan also have challenge around life story work and letters for later life. Briefings will be held with TM and GMs to understand the requirement for life story work to be presented at Permanency panel. update 07.09.2020 data still not available for numbers of life story books or work completed as this is still a manual process.\n","hyperlink to permanency panel outcomes to evidence number of life story books presented\n\nhyperlink to extracts from adoption panel minutes which evidence presentation of life story work","Permanency Improvement Board","2021-01-14"]
[4.33,"Hull is able to recruit more foster carers","MP",null,"2021-03-31","A","Hull has sufficient fostering placements to meet the needs of its children.","15/01/21 - There are currently 5 assessments in progress and scheduled to be presented to Foster Panel by the end of February. There were 20 enquiries this month. A further campaign for a specific child took place in December and this resulted in a small number of enquiries. A further 3 specific children are due to be advertised in January. The updated Recruitment Strategy means that Hull City Council's Fostering Service now features in the top 3 Google searches, specific campaigns are planned with Hull Daily Mail and retention and recruitment activity has been reviewed and recently been considered at a task and finish group of Scrutiny Commission. Seven mainstream assessments remain unallocated at this time.\n09/12/2020 - There are currently 9 assessments in progress and 42 enquiries this month, 2 Carer at panel in December, 3 planned for Jan and 4 for Feb. Further Specific campaign for individual child is due to occur week commencing 14 December and this has seen an encouraging response for people. Review of marketing strategy took place and has been updated. \n18/11/2020 - There are currently 13 assessments in progress and 54 enquiries this month, 1 Carer at panel in November, 4 planned for Dec and 3 for Jan. Specific campaign for individual child occurred and this has seen an encouraging response for people wanting to Foster. Specific meeting planned with a 'Muslim' on the 4 Dec to assist with the recruitment of carers UASC, review of Marketing Strategy is planned to take place on 24 November.\n15/10/2020 there are currently 10 mainstream assessments and this month there has been 26 new enquiries. there are paid adverts in place for recruiting carers with a focus on disability and fostering as well as supported lodgings providers. Specific campaigns for individual children are also planned. work has commenced with local businesses to become Foster Friendly. work has commenced with Migration Yorkshire to assist with recruiting cares for UASC and 2500 households who pay bedroom tax are being targeted - on do you have a spare bedroom and becoming a foster carer. Assessing SWs will now undertake initial visit rather than fostering assistants.                                                                                  22/09/20 review of marketing and recruitment strategy to occur. Assessment Team to split with some staff focussing on main stream assessments and other staff on connected carer assessments. In August there are currently 59 open enquiries, 9 of these are at the application stage. We are currently undertaking 11 main stream assessments and 30 connective carer assessments.                                                                                As of 6/9/20  - 5 carers have been approved providing 7 beds, 14 carers are in the process of being assessed and 6 families are completing their application forms.                                                   Enhanced marketing presence during fostering fortnight leading to 20 enquiries. A successful emergency foster carers scheme as part of Coved arrangements. Fixed term additional posts in place to undertake assessments and additional Team Manager to focus specifically on recruitment and assessment. A move to monthly reporting on recruitment activity for foster carers. \n","Data from fostering fortnight and recruitment data\n\nHyperlink to Annual Fostering report\n\nHyperlink to monthly recruitment reports\nMarketing Strategy","Permanency Improvement Board","2021-01-15"]
[4.34,"Undertake analysis to identify themes of unplanned endings","MP",null,"2020-08-30","G","Develop a focused action plan to prevent breakdowns and provide an up to date baseline position","15/01/21 Following thematic audit on placement moves currently awaiting audit report on children who have experienced three placement moves or more. This to be in place by the end of January.\n09/12/2020 - The planned audit on children who have experienced three plus moves will provide further insight on children who have experienced unplanned endings report of audit findings to be in place January 2021.\n18/11/2020 - no further update\n15/10/2020 no further update                                              22/09/20 no further update                                                     - Thematic audit is planned to look at why placements end and to establish baseline position. Thematic audit has commenced and will be completed by 31/08/2020 As of 6/9/2020 data is now in place which shows the children who experience placement moves and a sample thematic audit has occurred on those children who have 3+ placement moves. This was a 10% sample and involved speaking to SW, FSW and IRO.                                                                                              - Data is in place to show number of placements which end on a monthly basis.\n\n","Hyperlink to placement moves report\n\nHyperlink to thematic audit","Permanency Improvement Board","2021-01-15"]
[4.3499999999999996,"Establish Actions arising from Fostering Peer Review","MP",null,"2021-03-31","G","Undertake a six monthly review of action plan","25/01/21 - Change Control approval date change to 31 March 2021\n15/01/21 - PiP review to commence in February. In light of this due date for this action to be revised to 31st May 2021\n09/12/2020 - review of service plan took place on 30th November. Review of Fostering by North Yorkshire PIP is due to commence in January scoping meeting is scheduled to occur on Friday 11 December\n18/11/2020 - next review of service plan is on 9th December.\n15/10/2020 Service plan is now reviewed on a monthly basis                                                                               22/09/20 fostering service plan now in place which replaces action plan arising from Peer review.                                                                                              As of 6/9/2020 Fostering Peer Review has been reviewed as part of the process of writing the Fostering Service Plan.\nNot yet commenced. Fostering Action Plan is being reviewed as part of service wide plans to be in place 31/08/2020. ","Hyperlink to review report once completed","Permanency Improvement Board","2021-01-25"]
[4.3600000000000003,"Increased effectiveness of therapeutic support to foster carers with children with complex needs","MP",null,"2020-10-31","A","Carers and children receive therapeutic support when they need it.","09/12/2020 - No further update\n18/10/2020 - Analysis to occur off maintenance meetings however feedback is showing that these are occurring more regular and are maintaining placements. Clinicians work is focussing on support to connected carer placements particular in the early weeks of placements. LAC CAMHS are continuing to provide support to children and carers although most is virtual during the coved crisis\n15.10.2020 PACE training has also commence for foster carers, fostering staff and residential staff. Out of hours support to cares has been resolved and new JDs to be served with support following three month notice to commence in January 2021\n22/09/20 there is a delay in the out of hour support to foster carers as a further consultation needs to occur with the TUs. Memorandum of agreement received from Fostering Network in regard to development of Mockingbird and decision record now to be completed by 9 October 2020.                                                                                As of 6/9/2020- There continues to be no children waiting for the Lace CAMHS service and a six monthly report has now been produced. A further TCI(f) course to commence sept/Oct. which again will include ILAC SWs to ensure consistent approach for foster carers. Out of hours support to foster carers will be provided by FSWs from mid Sept 2020. \nBusiness case for Mockingbird was presented to SLT on 26/8/20 and this was agreed to progress. Foster carers are due to start PACE training in Sept 2020.                                                                                                 - A specific psychologist reviews therapeutic packages in agency residential provision and a review mechanism needs to be established for these placements at the Complex Needs Panel.        - Business case is being developed to develop Mockingbird in Hull. this to be presented to Salt on 18/08/2020                                                                            - Business case has been presented to TUs and consultation has commenced for FSWs to provide out of hours support to carers. \n - ILAC SWs have been undertaking TCI(f) training alongside FSWs to ensure consistent approach. \n - There is LAC attachment service and there has been additional investment into this with an additional psychologist and therapists joining the team. There are no children waiting for this service. Monthly meetings are held with HOS and Lead psychology to review priority cases.\n  \n","Hyperlink to Fostering Service Plan\n\nHyperlink to mockingbird business case \nHyperlink to LAC CAMHS 6 Monthly report","Permanency Improvement Board","2020-12-09"]
[4.37,"Ensure RAA is delivering prompt action on drift, delay and matching","MP",null,"2020-08-31","G","Where the plan is adoption children achieve permanency in a timely way"," 15/01/2021 Monthly tracking meetings continued feedback from Group Managers is that this is helpful and assisting in the reduction of delays. Number of EPP's continues to increase with 18 children placed in EPP arrangements since 1st April 2020 this includes 5 straight from hospital. Indicators still show an improving picture apart from the percentage of children leaving care from adoption. This has now reduced to 7% in December, this is impacted by the increasing number of children leaving care through SGO's and the denominator effect however the actual number of children being adopted remains consistent.\n09/12/2020 -Monthly meetings are now in the diary which is reviewing all children with a plan for adoption and at all stages of the adoption process. Performance indicators show an improving picture, adoption worker has become a member of the pre-birth panel to ensure timely decision making of children with a potential plan of adoption. From April 2020 16 children have been placed through EPP arrangements.\n18/11/2020 - first meeting of adoption tracking took place on the 27th October this is now in place to occur monthly and data has been reviewed so that this can be provided on a locality basis feedback from GM's is that this is helpful and has led to increased management oversight. Pathway developed with pre-birth work to ensure the improved timeliness of EPP.\n15/10/2020 Arrangements are in place for first Adoption Tracking Meeting. National Adoption Scorecards for 16-19 continues to show an improving picture with very positive results for RAA. All in year indicators continue to show improving picture. Focus continues on EPP and pre birth pathway so babies can be placed straight from hospital. A themed review of children in EPP is occurring to consider learning. There is movement with courts following delay so Adoption Orders are starting to be made                       \n22/09/20 First Adoption Tracking meeting to held on Tuesday 29 September 20.                                            \n- Position statement has been established on those children subject to placement Orders and two sessions have been booked in with the ADM to consider recommendations for revocation of Placement Order As of 6/9/2020 the A1 and A2 indicators are still an improvement on the end of the year position (31.3.20). The use of EPP continues to increase although some children are not placed direct from hospital and further work needs to occur on the pre birth assessment pathway to ensure assessments are completed earlier. The thematic audit of children who have experienced 3+ placement moves has been completed. The RAAs Service Plan Delivery clearly outlines actions to ensure adoption occurs without delay. All children subject to Placement Orders where these need to be revoked have now been reviewed by the AD as ADM and clear timescales are in place for these orders to be presented to court. An adoption tracking meeting  \n- Thematic audit on very young children who have experienced 3 placement moves to take place in August. this has been included in wider 3 placements audit and will be in place by 31/08/2020\nis to be established from September to ensure plans progress timely. A conversation has occurred with the District Judge and a follow up meeting is to held to look at how to progress Adoption applications which are currently \"stuck\" in the court process. Currently for the rolling year it shows 8% of children leave care through adoption if those children with application in were agreed this would increase to 13/14%.               - An increased use in EPP has occurred and more focused work on pre-birth pathway will identify children at an earlier stage.                                              - An improved position in A1 and A2 indicators which are now below DFE threshold for rolling year. However delays in contested hearings and Adoption Orders will impact on this data. A meeting has been held with District judge to look at solutions and identify specific children.\n\n\n","Hyperlink to charter 03/07/20\n\nHyperlink to RAA service delivery plan\n\nHyperlink to RAA performance reports and Annual report\n\nHyperlink to audit on children 3 placements\n\nHyperlink to position statement on Placement Orders","Permanency Improvement Board/RAA Board","2021-01-15"]

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["Voice and Influence"]
["Ref","What We Need To Do","Project Lead","Project Support","Due Date","Status (RAGP)","What do we want to achieve?","Progress Update (REORDERED 26/10/20)","Evidence","Accountability for Sign Off","Last updated"]
[5.0999999999999996,"Establish voice and influence steering group with CYP representation and clear ToR and work plan to oversee improvement activity.","PA JW RR*","CS","2020-09-20","G","A consistently embedded approach to voice, influence and participation with agreed standards and measurable improvement in CYP involvement and leading service improvements. Clear leadership, direction and overview of practice improvement activity and capture of impacts.","14/01/20 Steering group met on 12/01/21 monthly meetings are in place.\n11/12/20 Activities continuing to implement action plan being delivered via working group\n20/11/2020 - Group met 10/11/2020, focus on young advisors and National YA Charity attended.\n16/10/20 - action complete regular meetings set up                                                                                                    21/09/20 Steering Group met. TOR in development. Next meeting planned 13 October 2020.                                                                                       20/8/20 Set up and scoping meeting  held August 18th; V&I Steering Group meeting scheduled 15 September\n\n",null,null,"2021-01-14"]
[5.2,"Review voice and influence CYPFS strategy and refresh to include pathway of participation, voice and influence which represents all CYP using services including Children in Care.","RR","DC \nGT","2021-03-31","A"," - City wide strategy for V&I with clear outlined structures and action plan so that we can effectively seek Children and Young People’s views and are able to respond appropriately and effectively.\n - Provide appropriate mechanisms for CYP are involved in influencing decision making on matters that effect their lives at service, locality, city wide, regional and national levels.","14/01/21 Draft strategy is out for consultation is coming back to group on 9th February 2021 for sign off and to plan next steps.\n20/11/2020 - Draft strategy in place Presented to Childrens Social Care wider leadership team w/c 16th November.\n16/10/20 - draft strategy agreed and going out for further consultation                                                                    21/09/20 Scope and brief approved at the steering group. Draft strategy to come to the 13 October 2020 meeting as the first draft.\nNot yet commenced. Arrangements for Voice and Influence have just been aggregated into a single service area, reducing fragmentation and supporting a consistent approach to strategic and operational improvements.\n","Action plan for putting the strategy in place to be presented to Steering Group on 15 Sept\nFirst Draft of strategy"," - HSCP Exec Board\n - CYPFB","2021-01-14"]
[5.3,"Relaunch Children in Care Council and establish junior CICC and Care Leaver Panel","(RR *\nNH\nMP)\nNco* PA",null,"2020-10-01","G","A vibrant and representative CiC is in place for those in Care. Care Leaver’s voice is well represented and informs service delivery+G6","14/01/21 YVIC meeting fortnightly and a plan is in place for further development.\n15/12/20 - Action Plan in place and regularly updated; re-engagement with CE, Director and Lead Member on 16 December\n\n18/11/20 YVIC Steering Group established and has met twice; action plan developed\n16/10/20 - RR states lead should be Neil C                    21/09/20 PA and KR to chair a YVIC steering group. Reporting to the next meeting 13 October 2020.       - YVIC group for Children in Care - to be reviewed and led by a short term task and finish group to be established at mtg on 15 September\n- Care Leavers representation group is established and works with the Care Leavers Strategic Group which is chaired by young people.\n ","CiC Council Action Plan",null,"2021-01-14"]
[5.4,"Establish Young Advisor Group from above panels","NCl\nRR *","GT \nSH","2021-03-31","A","Senior leaders within the council and across the partnership are supported by a group of 15-24 year old experts by experience who can engage with and advise on policy development and deliver training to key staff and members.","25/01/21 - change control approval to change date to 31 March 2021. \n14/01/21 Draft report came to the steering group in January, report to be finalised and goes to SLT in February 2021.\n11/12/20 report going to SLT in January \n2120/11/2020 - National YA Charity attended November meeting.  Council to become member of YA Network and plan to develop YA Programme in development.\n16/10/20 - Nation Young Advisors charity coming to next meeting 10/11/20 so Hull will become part of the national programme.                                                21/09/20 Agreed that young advisors to be developed from a range of groups and the approach agreed. Meeting to be held with colleagues from East Riding and Doncaster to look at their approaches.\nSome examples of similar arrangements are in existence in the partnership.  Further work now to commence to fully embed the approach in the partnership community.\n",null," - V&I Working Group \n - CYPFS SLT -Corporate Parenting Board","2021-01-25"]
[5.5,"Achieve the Flagship Award Level of the “Hear By Right” standards","RR","GT \nDC \nSH","2021-03-31","A","To foster a culture of development; a continual journey for keeping young people at the heart of decision making","25/01/21 - change control date change approved to 31 March 2021.\n14/01/21 Working group in place commenced work on completion of framework without receipt of training from NYA as still unavailable.  Cannot formally progress this until NYA reopens the programme.\n11/12/20 no training available from NYA not able to progress until then\n20/11/2020 - NYA unable to deliver training virtually.  Implementing task group to complete initial HBR framework.\n16/10/20 - contact made with National young Agency (NYA) awaiting training delayed due to Covid. In the meantime drafting responses to the framework document                                                          \n21/09/20 registered with NYA. Awaiting dates due to COVID delays. Commencing completion of framework document.                                                       To be agreed at first meeting of V&I Working Group  Participation Pledge and Hear by Right Framework  – submission dates are January and August\n\n","HBR Registration by September 20\n\nNYA have closed programme during Covid.","Corporate parenting board.V&I working group","2021-01-25"]
[5.6,"Establish a series of HBR reviews to be conducted by YP assessing each service area against quality and extent of CYP voice","RR","GT \nDC \nSH","2021-03-31","A","Ensure a regular programme is in place to review service areas to assess against quality of CYP engagements and strength of voice and influence, and to make recommendations for any required improvements. ","25/01/21 - Change Control approval date change to 31 March 2021.\n14/01/21 Working group in place commenced work on completion of framework without receipt of training from NYA as still unavailable.  Cannot formally progress this until NYA reopens the programme.\n\n11/12/20 no training available from NYA not able to progress until then\n20/11/2020 - Continued delays as YNA unable to deliver training virtually.\n16/10/20 - delayed until training starts as referred to above.                                                                                    21/09/20 still awaiting timescales from NYA. Due to COVID delays.                                                                 HBR information gathered, discussion held with HBR, on agenda for agreed way forward at mtg 15 September\n\n","NYA have closed programme during Covid."," - V&I Working Group \n - CYPFS SLT","2021-01-25"]
[5.7,"Commission CYP led participation training to include key council-wide staff and elected members","RR","GT \nDC \nSH","2021-03-31","A","Increase skills and abilities of key staff to ensure YP are involved in local service development and decision making ","25/01/21 - Change control date change approval to 31 March 2021.\n14/01/21 No action until after Covid.\n11/12/20 no action until after Covid\n20/11/2020 - This is part of the HBR delivery exploring development of local training.\n16/10/20 - see above part of the HBR referred to above.                                                                                           21/09/20 No further update                                           To be commenced once Young Advisor group established.  Agenda item for mtg on 15 September\n\n",null,"V&I working group ","2021-01-25"]
[5.8,"Review NYAS commissioning process to include wider remit around advocacy.","NCo",null,"2020-07-31","R","All vulnerable children with CSC involvement and children accessing health services will have access to advocacy.","14/01/21 - Action requires a new plan with revised timescales\n15/12/20 - The existing contracts which place some limits on scope of NYAS advocacy (e.g. in relation to a cohort of CwD) have been extended for a further 12 months; work to commence in new year to discuss future commissioning arrangements with decisions to be reached by 30.06.21.\n\n18/11/20 NYAS quarterly report now received and showing some increase in uptake of advocacy; report to SLT in draft\n15/10/20 planned meeting now cancelled twice and being re-scheduled. 1st year of NYAS contract now completed - report to SLT in November 2020\n21/09/20 - Meeting to be re-arranged                                As of 07/09/20: planned meeting with CCG & SEND colleagues now taking place September 2020.                - Updated report on advocacy provision produced & circulated 15/06/20.                                                          -Meeting planned in July 2020 (with CCG & SEND lead) to revisit scope and investment in existing advocacy contract(s).\n- NYAS advocacy provision for vulnerable children ‘relaunched’ (June 20) via series of virtual meetings across all CSC services.\n ",null,null,"2021-01-14"]
[5.9,"Establish baseline position statement of how children’s views are captured (including by the IRO) prior to reviews, represented at their reviews and reflected in their plans.","NCo",null,"2020-08-31","R","Full account will be taken of children’s views when decisions are taken and plans agreed for them.","14/01/21 - Action requires a new plan with revised timescales\n15/12/20 - Reporting on checklists now being taken forward as part of LL dashboard development; IROs working with Children to re-design consultation booklets and implementing new approach to reviews with SWs for reviews in Feb/Mar 2021.\n\n18/11/20 Technical challenges on LL remain unresolved; no further progress\n15/10/20 - no further update. There remain technical challenges in extracting meaningful data from LL - this is being addressed                                        21/09/20 - No further update                                             As of 07/09/20: awaiting report & analysis of July CLA checklist data                                                                        - Baseline to be established from July’s aggregated checklist data.                                                  - IRO CLA checklist amended to better capture how children’s views are captured and represented at CLA reviews. Checklist now embedded in LL (from 29/06/20).\n \n",null,null,"2021-01-14"]
[5.0999999999999996,"Issue accessible and useful staff guidance, illustrated by good practice example, on capturing child’s voice in case records.","JB",null,"2021-02-09","A","Children’s records will consistently reflect what life is like for them. ","19/01/2021 - Not submitted as anticipated to SLT due to capacity issues.\n11/12/2020 - anticipated completion by 22/12/2020\n23/10/2020 - Guidance completed anonymising practice examples will be submitted to SLT w/c 26/10 for approval.                                                                    22/09.2020 initial guidance in first draft awaiting for a practice example from service area (East)\nGood practice exemplar with practice guidance developed in draft.\n",null,null,"2021-01-19"]
[5.1100000000000003,"Engage CYP in review and redesign of life story material and approach for CLA","JB\nNCo\nNH *\nWD",null,"2021-03-01","A","All children looked after will have a clear sense of identity, know about their birth family, why they are looked after and their progress as a child looked after.","25/01/21- Change Control approval date change to 1 March 2021.\n14/01/21 - Working group is meeting regularly next meeting 1/2/21. Materials have been reviewed and best practice elsewhere considered. Yong people are involved in giving their feedback around existing arrangements, around tools and best practice elsewhere. Covid has had an impact on direct work with children, completion of the project is now identified for 1/3/21\n14/12/2020 - Working group is in place and includes involvement of young people\n18/11/2020 - As below\n16/10/2020 - Work has now commenced                        21/09/20 No further update\nWork not yet commenced. \n",null,null,"2021-01-25"]
[5.12,"Develop project plan around implementation of Mind of My Own (MOMO) app and review impact with users.","NCo","JB & Transformation Team","2020-07-31","A","CYP have effective, accessible tool for participation, engagement and shaping their personal plans and service developments","14/01/21 - A review is required into current usage and a revised project plan by end of February to stimulate uptake\n18/11/20 - Latest data shows some increase in usage; MOMO has been promoted via all staff forums and in the CYPFS newsletter; service areas are further promoting via 'Stop the clock' sessions; MOMO usage will become part of regular monthly performance reporting\n15/10/20 - still being discussed at each staff forum. Promoted via newsletter. 'Case study' examples being gathered from staff feedback to encourage wider use. New training dates offered + refresher training where needed.                                \n21/09/20 - SWs being reminded and asked about usage at staff forum events                                                 07/09/20 - Updated activity data available                    - Practice standards and performance targets to be produced and established by 31/07/20. Monthly reports on implementation to be produced from August 20.\n- Project plan developed. ‘Go live’ from 06/07/20. 120 social workers to be trained ‘virtually’ in July 20. 5 local trainers also to be trained in July 20.\n"," - MOMO project plan link\n - 6-month review of effectiveness",null,"2021-01-14"]
[5.13,"Embed family and child feedback in quality assurance activity as standard in individual casework and service development.","DH*\nJB         ",null,"2021-02-28","A","A consistent thread in all children's records which captures and uses child's voice and experience in order to develop plans and focus of support and intervention.","25/01/21 - Change Control approval date change to 28 Feb 2021.\n15/01/21 Plan to embed child and family feedback onto HCC website by 28/02/21.\nas at 18/11/20 new Interim QA Manager recently in post. Data being collated for October to establish that this is being embedded\n24/9/20 New case audit methodology specifically explores how child's voice is captured. Staff forum events Sept-Nov include discussion and advice re capturing child's voice. QA activity shows this is not yet fully embedded and a thematic audit on CYP voice in case records will be undertaken in December.                                                                           Included in Performance and Quality Framework. Practice guidance and exemplars produced in draft.","Monthly analysis reports of QA activity",null,"2021-01-25"]

{"sheet":"6. Partnership Working","index":10,"n_rows":16,"n_cols":11,"rows_kept":16,"cut":false,"hidden":false,"merged":[[0,0,0,1],[0,2,0,10],[1,0,1,10]]}
["Key",null,"Inspection findings and other issues to address"]
["Partnership Working and Governance"]
["Ref","What We Need To Do","Project Lead","Project Support","Due Date","Status (RAGP)","What do we want to achieve?","Progress Update (REORDERED 26/10/20)","Evidence","Accountability for Sign Off","Last updated"]
[6.1,"Establish multi-agency partnership and governance steering group with clear Tore and work plan to build engagement and collaboration and oversee improvement activity","NC *\nPA\nJW",null,"2020-08-31","G","Clear leadership, direction and overview of partnership and governance activity and learning, and capture of impacts.","Initial scoping undertaken. Reporting arrangements to the place based board agreed and new governance arrangements regarding children's services will be out for consultation in September.  HSCP review concluded recommendations to the Executive Board 10 September.",null,null,"07/07/2020 14/10/20"]
[6.2,"Review partnership governance arrangements.","NCl* RR","PA\nJW","2020-08-31","G","Clarity on ‘as is’ arrangements and collective aspirations for future joint working.","14/01/2021 RR meeting with the Town Clerk's office 18 January to discuss formal governance and reporting requirements for the Better Together Partnership - next meeting of Better Together Partnership is March 15th.\n114/10/20 CYPF Strategic Partnership relaunched  as Hull Better Together for Children, Young People and Families Board. CYPP being reviewed. 20/08/20  Arrangements in place for CYPFS Board to be relaunched in September.                                Initial review of governance commenced.",null,null,"14/01/2021\n20/08/2020 14/10/20"]
[6.3,"Commission independent review of local Children’s Safeguarding Partnership effectiveness and develop action plan in relation to findings","NCl *\nDD\nCL",null,"2020-07-31","G","Ensure effective LSCP arrangements are in place to provide governance and partnership leadership for safeguarding improvements.","14/10/20New arrangements agreed for independent chair and scrutineers (recruitment under way). Chair will now report to Chair of Hull Place based Board (CX). New partnership support capacity agreed."," - Review report\n - Action plan",null,"2020-10-14"]
[6.4,"HSCP website - review in light of partnership changes","NCo","CR","2020-09-30","A","Website reflects current arrangements and gives high quality support and information to staff and public","14/01/21 - Appointment now made; revised project plan for further development of the website to be drawn up with BM in March 2021\n15/12/20 - Appointment to BM post made 14 December; anticipated start date 01.03.21\n\n18/11/20 Business Manager post now out for recruitment\n15/10/20 - Executive Board has agreed business unit structure, including dedicated management. Recruitment to posts will commence at end of consultation period (02/11/20)                                           21/09/20 - No further update                                  Plans for republishing Hulls local arrangement document will be implemented when new arrangements agreed 10 September.\n",null,null,"2021-01-14"]
[6.5,"Agree and implement revised partnership roles and responsibilities within transparent governance arrangements.","NCl *\nTH","PA\nJW","2020-09-30","G","Good governance arrangements in place with full partner engagement driving improvement, accountability and strategic planning.","See above 6.1., 6.2, 6.3",null,null,"2020-10-14"]
[6.6,"Develop and implement revised joint commissioning strategy","RR",null,"2021-01-31","A","Effective commissioning arrangements in place to ensure high quality, value for money services in place to meet need and demand.","8/12/20 Draft SEND joint commissioning strategy completed and agreed at SEND board\n20/11/20 Limited further progress given Covid situation. Draft strategy being considered by group of senior leaders, further meetings to be planned in. Deadline extended to 31/01/21 14/10/20 Initial action lead has left CYPFS. Lead reassigned to HC. Meeting took place 14 Oct of key leads across council to progress work on agreed commissioning model and arrangements. Draft model in place. Due date rescheduled to December.",null,null,"14/10/2020 20/11/20 8/12/20"]
[6.7,"Develop Children and Young People’s Chapter in the Joint Strategic Needs Assessment.","HC","RR\nTH","2021-04-30","A","Increased understanding of the needs of CYPF in Hull","19/01/21 No further update.\n10/12/20 No further update\n20/11/20 Chapter on children completed in draft for overarching JSNA. Progress impacted by Covid given PH lead. SLT has agreed to defer due date until 30/4/21 - Data and info re CYPF needs in range of areas available now; focus has been on SEND arrangements",null,"HWB Board","07/07/2020 20/11/20\n10/12/20\n19/01/21"]
[6.8,"Develop model for predicting future demand and need for Post-Covid and longer term.","CB","JMo\nJW\nRD\nRR","Paper fully refreshed by 28/02/21","A","A realistic methodology for understanding how demand can change based on known and hypothesised factors.","20/11/20 Draft modelling in place, used for presentations to SLT and strategic board on future predictions for CLA population.  Model needs further refinement. Deadline extended to 28/02/21. Working group established. Existing future demand paper refreshed and additional factors considered. Some work still to be undertaken to complete the paper. Modelling discussion to then take place."," - Analysis Paper\n - Data Model","Children’s Improvement Board","20/11/20 07/07/2020"]
[6.9,"Review Children and Young People’s Plan in light of JSNA and Post-Covid implications","NCl",null,"2020-09-30","A","Effective multi-agency plan in place, jointly owned and led by key partners","CYP Board to reconvene September draft ToR circulated to prospective members for comments request to rename the board Better Together for Children Board.",null,"CYPFS Board"]
[6.1,"Review CAMHS provision","HC\nRR *\n\nCCG",null,"2020-09-30","R","Good quality, appropriate and responsive CAMHS support in place across the children’s pathway with acceptable waiting times and a range of therapeutic interventions.","14/01/21 New Lead Commissioner now in place at CCG.  Contract meetings recommencing.  Reports into Thrive Group identify key areas for Improvement. CCG/Local Authority working with Humber Foundation Trust on Improvement Areas.  Focus on contact point/EHASH work, ASD and SALT waiting list.  Waiting times at contact point, ASD, SALT very long and not within timescale.  ASD/ADHD task and finish group being established by CCG with partners to put a revised plan in place.  Contact point weekly m/a case allocation meeting to be established to improve triage and service allocation timescales for CYP.\n11/12/20 meeting with CAMHS in New Year to clarify contacts and referral process, EHASH/Contact point Relationship\n20/11/2020 - Revised draft specification in place and discussions being held with provider (HFT)\n16/10/20 - CCG are reviewing the specification           21/09/20 CAMHS headline received at Thrive Board on 10 September 2020.                                             - Thrive Board brings together whole pathway for CYP EMH      \n- HFT delivery group in place CCG/HCC – regular monitoring of CAMHS provision; CCG and HCC review of specification of CAMHS service\n"," - Data set \n - Performance report                        - draft specification\nCAMHS headline report for the Thrive Group. "," - CCG Board\n - CYPFB","2021-01-14"]
[6.11,"Further develop relationships with schools, building on positive experiences and joint working during Covid-19","RD","PP            CA","2020-09-30","p"," - All schools have named link social worker. Good information sharing and feedback between schools and social care teams.\n - ","15/01/21 - formal review 12 January 2021 with What Works Centre. Positive feedback regarding Hulls progress. Senior Leaders in education and social case meeting 18 January 2021 to consider options when programme ends at the end of the school year. Safeguarding Education Officer holding regular meetings between Designated Safeguarding Leads in schools and SWIS. \n18/12/20 - positive feedback from schools and designated safeguarding leads around the initial impact of SWIS. \n19/11/2020 - SWIS Social workers in post and in schools. Initial feedback from designated safeguarding leads is very positive in terms of initial impact and improved communication.\n16/10/2020 - SWIS induction this week and social workers based in schools next week. Induction included sessions delivered by learning colleagues and shadowing opportunities in schools.                                                                                       18/09/20 Successful application to SWIS programme. Recruitment completed to 8 Social Work posts and TM. Team induction planned for week commencing  5 October 2020. Education and Social Care project leads identified and project go live early October 2020. \nActing AD for safeguarding attends Learning Partnership meeting.                                                               - Open cases shared with all schools.                      Bid submitted to What Works research programme to establish new team of social workers in schools in one locality.\n - Regular school DSL meetings in place which involve EH/CSC input\n","List of named Social workers\nMinutes from Learning Partnership meeting\nSWIS hand book\nSWIS induction programme\nSWIS updates reports to SLT"," - Hull Learning Partnership\n - HSCP","2021-01-15"]
[6.12,"Establish programme of six-weekly minimum multi-agency case audits.","NCo",null,"2020-08-31","A","Integrated overview of quality of joint working over a range of children’s situations to inform learning and commissioning needs.","19/01/2021 - The audit for November in respect of Emotional Harm has been completed and the summary of findings will be shared at the weekly audit review meeting\n10/12/20 - The summary of findings from the operational management dip-sample auditing on neglect were shared at the weekly audit meeting, identifying clear areas for development\n15/10/20 6 month monthly thematic multi-agency audit programme agreed by EHASH OMG and has commenced in October 2020                                             21/09/20 - No further update                                     Not yet started. ‘Theme’ to be agreed, children identified, audit tools refined and programme established by 15/07/20. Target for 6 audits by 31/08/20.\n","Forward plan. Minutes from multi agency planning group. ",null,"2021-01-19"]
[6.13,"Deploy CP Task and Finish Group to undertake a programme of regular ‘last ten cases’ multi-agency audits.","NCo",null,"2020-07-31","G","Integrated overview of quality of joint working and decision-making in relation to children being discussed at ICPC (with plan to revisit after 3 months to audit quality and impact of multi-agency working via core groups)","14/01/21 - Audit programme continuing with an additional focus on practice between initial and first review CPC\n15/12/20 - Auditing continuing\n18/11/20 Regular multi-agency auditing is continuing ; the learning from these audits is being shared at HoS audit meeting on 24/11/20\n15/10/20 next 6 audits completed 06/10/20 & thematic learning report completed                                 21/09/20 - First six audits completed 15/09/20           As at 07/09/20: Programme of audits (6 children each time on 3-weekly cycle) in place for remainder of year starting with first 6 on 15/09/20\n‘Last ten’ to be audited by 31/07/20. Tool refined and children identified and details circulated by 09/07/20.","Audit Report 24/11/20",null,"2021-01-14"]

{"sheet":"7. Practice Learning","index":11,"n_rows":14,"n_cols":11,"rows_kept":14,"cut":false,"hidden":false,"merged":[[0,0,0,1],[0,2,0,10],[1,0,1,10]]}
["Key",null,"Inspection findings and other issues to address"]
["Practice Learning"]
["Ref","What We Need To Do","Project Lead","Project Support","Due Date","Status (RAGP)","What do we want to achieve?","Progress Update (REORDERED 26/10/20)","Evidence","Accountability for Sign Off","Last updated"]
[7.1,"Develop and deliver immersive practice learning programme for social work and family support staff and managers.","JW *\nRD","JB","2020-10-31","G","Significant shift in practice skills and application across the pathway, showing demonstrable impact for children. Particular focus on identification of risk including specialist risk, and use of effective, evidence based actions to reduce risk or take swift action to safeguard children and young people where risk cannot be mitigated in a timely fashion.","29/10/20 - staff booked on and good feedback from first module.\n14/10/20 Phase one (7 modules) in place - commenced w/c 12 October. Phase 2 planned (6 modules)                                                                                     As at 30/09/20 Commissioning completed. Phase one planned with RiP and commences with staff co-production seminars on 21 September. 7 Modules in phase 1 focusing on risk and permanency. Planning for phase two commences early October.                                                                           As at 06/08/20\n- Business case for phases and 2, approved and contracting underway for RiP\n - Detailed discussions held with second provider regarding legislative and regulatory framework\n - Phase 1 to focus on risk and permanency planning                                                                                       20/08/20 Phase one planning completed with principal provider for seven mandatory modules on risk and permanency to be delivered from late September. Co-production seminars with staff scheduled for 21 September. Outline scope for legislative and regulatory training agreed with University of Hull. Video prepared for staff Comms released week commencing 24 August.\n - Business case for Phase 1\n - Programme to start 01/09/20\n - Scoping completed with two providers.                           - Analysis of learning need from QA and inspection findings completed.\n - Survey of staff-identified learning need completed.\n",null,"CST","07/07/2020 20/08/20 29/9/20 14/10/20\n29/10/20"]
[7.2,"Establish practice learning steering group with clear Tor to oversee PLP programme.","JW *\nAC","JB","2020-06-30","G","Effective arrangements to drive implementation, review progress and address blockages and challenges. Capture learning from the initial programme and consider future learning need and commissioning.","25/9/20 three co-production seminars completed with staff on 21 September. Sessions now timetabled in from 15 October and early materials released. Video completed publicising the programme and also staff forum events being used to inform staff of requirements. Scoping under way with university for legal and regulatory training.                                                                                       As at 06/08/20\nGroup continues to meet fortnightly  As of 03-09-20 - Meetings have been held with University of hull regarding practice workshops including Legal framework and case examples. This will commence in Oct. Further meeting and progression of SoS work programme with a co production day organised for 21-09-2020                              - Group to extend from July with clear ToR\n- Core group established to drive immediate scoping of project.\n",null,null,"06/08/2020 25/9/20"]
[7.3,"Establish practice champions’ network","JB",null,"2020-08-15","G","Network will drive implementation of practice learning and support application of learning into casework ","19/01/2021 - Practice Champions presently contributing and sharing  useful resources (e.g. Webinars and articles etc..) next meeting will focus on embedding Signs of Safety in the workplace following their two day training.\n16/11/2020 - Practice Champions meeting 24/11\n23/10/2020 - further call out via newsletter 21/10 for volunteers to be champions for Social work practice, performance, signs of safety, voice and influence, change and communication                          22/09/2020 -Initial group pf practice champions identified following recruitment campaign. Network meeting 08/10/2020.                                          As at 06/08/20\n- Staff video to be completed wc 10/08/20 giving call out for practice champions to be made, some L&D champions leads identified 03-09-20 - discussion being held with Hull University regarding Social Work Academy within Hull. Initial discussions have taken place with scoping paper being developed by (PSW) JB and SS (UNI)\nEstablishment of champions’ network links to 7.4 – specialist practice development support and learning materials.\n",null,null,"2021-01-19"]
[7.4,"Engage specialist practice development support for key areas, e.g. care planning, assessment, management oversight to support initial development of practice champions approach","RD\nJW\nPA *",null,"Review end of September","G","Deliver focused one to one practice support for SWs and TMs.","14/01/2021 -Further work within localities undertaken by two sector specialists looking at assessments and planning. Coaching has followed. Impact yet to be evaluated as this will take time.\n10/12/2020 -Practice champions established for a number of key areas SOS, Performance, Practice Learning and Childs Journey. \n20/11/20 - Recruitment now in place for permanent post.\n29/10/20 - court work specialist work being developed. Working with localities to support this work.\n25/09/20 NFA                                                                            As at 06/08/20\n- Specialist have started and are actively working with staff on individual cases. Additional capacity currently being secured to extend this support across the pathway.\nBusiness case completed and additional capacity identified. To commence mid July.\n","Meeting minutes\nReports prepared and available by sector specialists.",null,"2021-01-14"]
[7.5,"Develop business case for sustainable centre of excellence model through cadre of in-house practice development roles.","RD\nJB\nJW *","PA","Revised to 15/03/21 from 31/10/2020 as per JW at PL Work stream meeting 10/12/20 MB","A","Model developed to support business and budget planning for 2021/22.  A learning and development culture and programme which prioritises excellence in practice, peer learning and good practice.","10/12/20 This work to be included in the project around developing SW Academy and the work to reshape the SW pathway. Scoping planned for Jan 21, further conversation with DCS and HR early March. \n29/09/20 Options paper currently being drafted and costed. For discussion with CX and DC designate in October.                                                 20/08/20 Initial discussions in SLT around potential shape of new service to encompass performance, quality and workforce. Business case in preparation. Cross ref 8.3 ",null,null,"10/07/2020 20/08/20 29/09/20"]
[7.6,"Establish ‘Stop the Clock’ monthly learning days across the service.","JW *\nRD",null,"2020-06-30","G","Services will have an embedded learning culture, promoting excellence in practice.","As at 06/08/20\n- STC has commenced with good feedback from staff                                                                                       First STC day commences July 2020. Video message to staff developed to launch the approach.\n","materials from stop the clock sessions. Videos for team managers involved in sessions.",null,"2020-08-06"]
[7.7,"Review existing learning offer to align to practice learning programme and inform future commissioning of training and development activity","SS *\nJB",null,"31/01/2021 (revised per JW at PL Work stream meeting 10/12/20 MB)","A","Ensure a coherent and joined up external and internal training and development offer which supports high quality social work practice","19/01/21 Work ongoing no further update\n10/12/20 (JW) Initial alignment work undertaken, funding identified to fund practice learning programme and focussed work in January to agree improvement priorities for directorate learning plans.\n20/11/20 The current PLP is aligned with the existing 2020/1 Learning Plan offer e.g. stopping overlap (courses that specialist trainers offered ended where modules are on PLP RIP programme), and filling gaps via new modules in RIP commissioned programme. The current 2020/1 Learning Plan SW training priorities up to March are the RIP modules (being delivered now), SW Law (quotes sought/commissioning taking place for this via the joint steering group), and the introduction of ‘stop the clock’ sessions and practice champions. The Learning Plan 2021/2 from April will prioritise the vast SoS training programme. The budget is forecast, and commissioning is, either done or underway, for the last few months of this year’s Learning Plan 2020/1.\n29/10/20 - JW/SS to meet and discuss and ensure programmes are aligned and there are no gaps.\n14/10/20 This action has been delayed due to sickness absence of key lead. Due date amended to November                                                                                 20/08/20 Additional capacity secured to co-ordinate learning offer across the workstreams. 03-09-2020 Tool Kit to reviewed within wider SLT and agreement for relaunch with practice learning programme.                                                                               As at 06/08/20\n- Alignment has commenced and co-funding agreed between L&D budget and Improvement budget                                                                              Initial mapping of current in-house training complete. Further work planned to ensure the offer aligns with PLP.\n",null,null,"2020-12-10"]
[7.8,"Deliver leadership development programme for middle and senior managers","IS",null,"2020-09-30","G","Ensure high quality leadership and management arrangements delivered by skilled and well-supported managers","10/1/21 RiP leadership training commenced w/c 4 Jan for all managers. Final session from IS completed November 2020 on leadership culture. 14/10/20 Leadership development modules included in phase 1 of practice learning programme. One to one and small group coaching continues for managers. Programme of 360 degree feedback for HoS planned for October/November.                                                              As at 06/08/20\n- Coaching needs and priorities being collated to be delivered through 1:1 sessions\n- Resilience programme has started delivery\n- Sessions are being run in August on organisational learning from the coronavirus pandemic                                                                     Leadership programme has commenced in house. management development work scoped within phase one of PLP.\n",null,null,"06/08/2020 11/121 (JW)\n27/09/20 14/10/20 (JW)"]
[7.9,"Deliver or commission bespoke leadership coaching arrangements for key service leaders.","JW\nPA *",null,"2020-07-31","G","Leaders are supported to develop and enhance skills for leadership of improvement and during adversity","14/01/2021 - Bespoke work for key managers has been well received the impact has varied for those involved.\n10/12/2020 -Continues to be working well with positive outcomes for individuals\n20/11/2020 - Individual sessions commissioned on an adhoc basis. Staff response has been very positive however, to early to judge impact on performance. \n15/10/2020 - Individual packages identified and group support from corporate services.                        25/09/2020 - feedback at the next Shadow Improvement Board - mid October delivered by IS As at 06/08/20\nAction is complete however further coaching opportunities may be developed following manager feedback sessions. Link to 7.8\nCoaches identified for four leaders and introductions made.  \n","Improved workforce stability and individual performance.",null,"2021-01-14"]
[7.1,"Develop arrangements for lunchtime learning and pop up sessions","JB *\nJW",null,"2021-03-31","A","Build flexible response to developing learning needs across staff group.","19/01/2021 - Sessions have included Legal Training, CAFCASS, Smart Planning, Permanence Planning, Unconscious Bias. A number of the sessions have been incorporated into stop the clock days for example Voice of the Child and Purposeful visits. In addition sessions with ASYE's have looked at tools, learning and values, legislation and chronologies\n16/11/2020 - wider leadership meeting taking place 17/11 to be discussed further \n23/10/20 - further scoping required to establish existing learning sessions taking place across the directorate. To be discussed at wider leadership meeting                                                                                      22/09/2020  -Learning resources developed this links to 7.3 establishing practice champions network to support lunchtime learning 08/10/2020\n20/08/20Sector specialists supporting permanency and court work offering pop-up learning sessions from late August/early September.\nAs at 06/08/20\n- Discussion timetabled with wider leadership to scope this before 15/08/20\n - Once areas for development identified research into webinar materials underway \n",null,null,"2021-01-19"]
[7.11,"Develop work shadowing programme and team/service showcasing events","JB\nAC *\nJW",null,"2021-03-31","A","Ensure that staff and partners fully appreciate each other's roles and can build networks and collaborative relationships.","11/01/21 - Shadowing cannot take place due to COVID19 this is limiting the development of the programme however we are continuing to host forums between our education colleagues including DSLs and frontline social work teams. This enables discussion and reflection/learning in response to COVID in particular however other aspects of joint working are also explored.\n11/12/20 no further progress has been made within this area given national lockdown. However, SWIS social workers remain in schools and this relationship continues to progress.\nFrom JB - Various ongoing learning events eg: section 47 training briefings, CAFCASS, SOS, awareness briefings. Input into Stop the Clock sessions on themed topics \n19/11/20 - all SWIS are now based in schools and initial feedback is very positive from both education and social care perspective. \n15/10/20 - meeting was held and further discussion regarding COVID restrictions continues to impact on the development of this specific strand. However the new Social Worker in School project has successfully commenced its induction. This has brought together education and social care colleagues with a specific section on understanding roles and responsibilities in the protection of children.                                                        \n21/09/20 meeting to be organised between AC and JB\nNot yet commended due to social distancing requirements.\n","SWIS induction programme\nSLT reports x2",null,"2021-01-11"]

{"sheet":"8. Performance and Quality","index":12,"n_rows":17,"n_cols":11,"rows_kept":17,"cut":false,"hidden":false,"merged":[[0,0,0,1],[0,2,0,10],[1,0,1,10]]}
["Key",null,"Inspection findings and other issues to address"]
["Performance and Quality"]
["Ref","What We Need To Do","Project Lead","Project Support","Due Date","Status (RAGP)","What do we want to achieve?","Progress Update (REORDERED 26/10/20)","Evidence","Accountability for Sign Off","Last updated"]
[8.1,"Establish performance and quality steering group with clear ToR and work plan to drive and oversee improvement activity","JW",null,"2020-06-30","G","Clear leadership, direction and overview of P&Q activity and learning, and capture of impacts.","Steering group in place (Systems and Processes Improvement Board) ToR completed. Meets monthly.",null,null,"2020-07-07"]
[8.1999999999999993,"Develop Performance and Quality Framework","JW",null,"2020-06-30","G","Clarity of expectations and arrangements for effective performance and quality management","10/1/21 PQF revised in light of learning and experience through improvement journey. New QA and performance systems in place as below. New PQF sets out detailed expectations by role across all levels of leadership and management. - Draft agreed at SLT\n - Currently implementing delivery of elements as described below.",null,"CYPFS SLT","25/09/2020 14/10/20 11/1/21"]
[8.3000000000000007," - Undertake review of staffing requirements to support implementation of PQF above.\n - Make costed recommendations to develop appropriate capacity to embed sustainable PQ activity.","JW *\nDH",null,"31/08/2020 Now 15/10/20","G","Skilled and experience workforce in place to support new performance and quality requirements.","11/1/21 New senior leadership post of Strategic Leader for Improvement, Performance and Quality established. Interviews to take place on 20 Jan. Range of arm's length, performance, quality and learning functions drawn together to form new service area.12/11/20 Two senior transformation officer posts appointed to and one further to be recruited. New group manager post agreed and out for recruitment with existing GM covering the role in the interim. Additional part time auditing capacity developed.  Proposals developed for future shape of P&Q services. 25/9/20 Additional capacity developed to support QA functions and interviews taking place early October for G10 roles. Proposals around future shape of service to meet PQA requirements currently being drafted for discussion with DCS designate and CX in October.                                                        20/08/20 Initial discussions in SLT around potential shape of new service to encompass performance, quality and workforce. Business case in preparation. Cross ref 7.5 ",null,null,"07/07/2020 20/08/20 25/09/20 12/11/20 11/1/21"]
[8.4,"Establish new local KPIs to improve understanding of system efficiency.","CB",null,"2020-07-31","G","A functional and appropriate set of KPIs that are able to promote a deeper understanding of the service.","as at 08/12/20 - action complete no further updates expected     \nas at 20/10/20 - action complete no further updates expected                                                           as at 22/09/20 - Initial remit was been completed by due date; additional KPIs agreed since July and will be added to the September report\n06/09/20 - As part of the associated work around enhancing the monthly performance report, and target setting (8.5 below), several additional local measures have been introduced into the reporting mechanism.  There remain some to develop further and it is the case that indicators are continuously enhanced as performance responds to the demands of the service. An example of new local indicators are those around the 10 and 20 days assessment timescales\n","Full suite of KPIs","CYPFS SLT","2020-12-08"]
[8.5,"Set two-year targets for all statutory and new local measures","JW *\nRD",null,"31/07/2020 now 30/9/20","G","Clarity of expectation to drive improvement against all KPIs","14/1/21 - targets to be revisited in coming weeks, CB to liaise with RD\n 25/9/20 Targets all set where appropriate. Because of variations in indicators due to Covid and impact of improvement activity, these are being reviewed each quarter. Majority of KPIs set in May 2020. Small number to be set in July as system was insufficiently stable to set earlier. \n20/08/20 Majority of targets set for two years. Exceptions are where volumes fluctuate because of Covid-19 or data cleansing. All target to be reviewed in September against mid-year performance. Completion date revised to 30/9/20 ","Minutes of target-setting meetings. New monthly performance reports.",null,"2021-01-14"]
[8.6,"Develop new dashboard for all managers to give timely and accurate data to support performance management and efficiency.","CB",null,"Phased with initial build of base reports due by 31/08/20 – next due dates determined at this point.  ","G"," - Replace existing data warehouse and PSI dashboard, and move to UAT environment to deploy bespoke dashboard and reporting suite in SSRS.\n - Ensures Annex A is robust.\n - Adds additional fields to purpose a dataset for multiple reports.  \n - Simplifies future maintenance and builds flexibility to respond to changes in reporting requirements.\n - Strengthens efficiency as fewer reports to maintain.","as at 14/01/21 - continued development of dashboard is in progress and additional reports now incorporated.  Usage being monitored.\nas at 08/12/20 - Phase 1 of the dashboard to go live 10/12/20, some reports already being pushed out and now include visits report and open assessments\nas at 18/11/20 - Initial reports built and now being pushed out to head of service. The dashboard build is progressing well. Dashboard overviews have been given to some group managers and heads of service. Access to the dashboard will start to be rolled out to 'test areas' over the next week. Phase 1 go live is currently anticipated to be in December.\nas at 18/10/20 - Build of the dashboard has started. Overview of work presented to wider leadership meeting on 6th Oct. Due Date to be reviewed and agreed for Phase 1 build.                                                                                 as at 22/09/20 - First of 2 demonstrations with Thurrock LA to overview their dashboard; looking at best practice and how we can work in partnership; all revisions made following snagging; amendments to lists being made as per new front door arrangements                                                                  as at 6/9/20 - all lists completed, additional lists also completed re. missing, case, last 10 in care, private fostering.  visits report being worked on.  All reports now been stress-tested twice and a list of snagging issue identified and being used to revise reports. Next steps are to develop outline of dashboard in conjunction with TMs and GMs.                                                                                    as at 14/8/20 - lists 1 though to 9 complete, remaining lists are 10 and 11 and additional work around missing and CSE.  Dashboard build expected to commence in Sept.  Currently on schedule.                                                 - Work undertaken so far has seen work on contacts almost complete.                                    - Demonstration workshop to take place in July.                                                                                   - Additional capacity secured and commenced 29/06/20\n- Business case approved.\n\n\n\n\n"," - Working SSRS report(s) in the interim.\n ","SPIB / CYPFS SLT / Children’s Improvement Board","2021-01-14"]
[8.6999999999999993,"Develop suite of new scorecards to support service performance management and strategic oversight across governance arrangements.","CB",null,"2020-07-31","G","Ensure focused oversight and management of performance for service leaders and governance arrangements.","as at 14/01/21 - ward scorecards now live, with December's having been passed to Cllr Clark for circulation.  \nas at 08/12/20 - ward scorecards to be presented to Cllr Clark - currently awaiting confirmation of calendar appt.\nas at 18/11/20 SLT scorecards have been finalised and have been circulated since the start of November. Ward scorecards have been amended further and are due to be presented to members for comment (date yet to be scheduled).\nas  at 18/10/20 - ward/area dynamic scorecards and SLT scorecards presented at SLT 14th Oct - some tweaks to SLT scorecards required prior to implementation (expected by w/c 26th Oct).  Ward/Area scorecards to Informal Cabinet 19th Oct.                                                           as at 22/09/20 - Draft ward scorecard circulated for oversight; JW and CB to meet with members to present and discuss; draft SLT scorecard to be circulated week commencing 28/09/20\nat 6/9/20:\n'Our Week in Numbers' now live and established since end of July.\nWard-based scorecard work started and is expected to be completed w/c 7/9.\nWeekly scorecard for SLT remains in progress due to combination of leave and revisiting caseload reporting - CB to chase team w/c 7/9.\nWeekly Caseload Scorecard revised to include FTE and in circulation.\n","Report and accompanying presentation.","CYPFS SLT","2021-01-14"]
[8.8000000000000007,"Establish new monthly case audit arrangements","JW *\nDH",null,"2020-06-01","G","Bespoke audit materials in place  to ensure appropriate focus on quality, child and family experience and key skills requirements.","New case audit arrangements commenced June 2020. Now mapped to KSS and embedded in Liquid logic. Guidance issued. Specialist audit forms amended and go live from 01/07/20.  An Audit Schedule has been produced - this includes monthly audit themes and dip sample activities cross the service 05/08/2020","Monthly audit reports. Hyperlink to the audit schedule","Safeguarding SLT","2020-07-07"]
[8.9,"Establish monthly audit findings reports setting out themes, quality issues and learning points. Close loop to learning needs plan.","DH",null,"2020-08-31","G","Evidence of improvement of practice and children’s outcomes through regular monthly case file audits.","15/01/21 Monthly audit analysis reports are in place since August 2020.  Weekly closing the loop feedback sessions are in place.\n12/11/20 Weekly audit follow up meetings in place with GMs and HoS. Safeguarding SLT also have monthly overview of audit findings. Additional capacity in QA team has facilitated resumption of analytical reports.25/9/20 This action has not progressed. Interim QA lead left in September with work incomplete. Interviews under way for replacement as an urgent action.                             - A scorecard has been developed to enable tracking of actions identified in the audits.   The actions are shared with GMs on a monthly basis.                                                             - An audit of cases that were deemed Inadequate, to establish if the loop has been closed was completed in May 2020.  This is an ongoing activity, with re-audits completed after every 3 months of the original audit.  This report will be included the Quarterly Audit report.\n- Due to Covid disruption, fewer audits were completed from April to June 2020. A quarterly report is being developed with a plan of submitting this by 09/07/20.  This will show monthly themes, quality issues and Learning points.\n"," - Monthly and Quarterly Audit reports\n - Monthly audit scorecard",null,"15/01/21\n07/07/2020 25/09/20 12/11/20"]
[8.1,"Establish specialist audit arrangements for fostering and adoption cases","DH",null,"2020-12-15","A"," - Bespoke audit materials in place to ensure appropriate focus on quality, child and family experience and regulatory and key skills requirements.\n - Assurances that foster carers, adopters supported lodgings providers have the sufficiency to provide stable homes for children in care","15/01/21 No further update. \nas at 18/11/20 dip sampling of fostering cases in place since September 2020. Dip sample analysis reports will be completed by the QA team by 04/12/20, covering Sept and Oct. forward plan of dip sampling activity for fostering will be drafted by 26/11/20.\n12/11/20 Additional capacity in QA team will now complete this action. Due date changed in recognition of gap caused by absence of QA lead.25/9/20 This action has not progressed. Interim QA lead left in September with work incomplete. Interviews under way for replacement as an urgent action.                        - The schedule of fostering, supported lodgings and adoption audits have been included in the 2020/2021 Audit schedule. There are plans underway to complete fostering, adoption and supported lodgings dip sample audits with the first report produced on 15/06/20                                            - KSS Audit tools have been developed in LCS for Fostering Supported Lodgings. Adoption audit tools have been developed in line with Regional Adoption Agency Requirements. Recording of audits in LCS will commence from July 2020\n"," - Fostering, Supported Lodgings and Adoption Audit Tools\n - 2021 Audit Schedule\n - Connected Persons Audit 15/06/20","Safeguarding SLT","07/07/2020 25/09/20 12/11/20\n18/11/20\n15/01/21\n"]
[8.11,"Establish performance and quality reporting arrangements for HoS","JW","CB","2020-06-30","G","Ensure focused accountability arrangements at service level in respect of performance, quality, workforce and customer voice.","11/1/21 Accountability meetings continue monthly. HoS now in second cycle of presentations. Methodology has been amended to allow for more detailed examination of service area. 30/09/20 All HoS have now presented in first cycle of accountability meetings. Learning review now in place to support planning for next cycle.     11/1/21 Accountability meetings have continued monthly, with HoS now completing second cycle.                                          20/08/20 First accountability meeting took place 13/8/20. rapid debrief and review of process completed with recommendations for changes to the process made. Second accountability meeting took place 27/8/20. Meetings now scheduled each month.                   Arrangements completed and will commence in August. Reporting materials  developed and agreed with Safeguarding AD/HoS on 25/06/20\n","Accountability scorecards and reports","CYPFS SLT","07/07/2020 20/08/20 30/09/20 11/1/21"]
[8.1199999999999992,"Establish Line of Sight meetings for Senior Leaders","JW",null,"2020-05-31","G","Ensure CST members are fully appraised of rate of improvement including progress and any emerging risks."," 20/08/20 Regular monthly pattern of line of sight meetings now established.                                                      - First line of sight meeting took place on 12/05/20 with CX, DCS and Exec Director of finance. Have continued monthly.\n ","Record of cases and scorecards discussed.","CX","2020-08-20"]
[8.1300000000000008,"Develop annual programme of thematic audit and learning loop arrangements.","DH",null,"2020-07-31","G","Robust management grip and rigour to evidence improvement of practice and outcomes for children. ","15/01/21 No further update.\n12/11/20 Thematic calendar now in place for monthly themes and schedule of dip sampling also in place as part of Performance and Quality Framework.\n25/9/20 This action has not progressed. Interim QA lead left in September with work incomplete. Interviews under way for replacement as an urgent action. An audit schedule has been developed from April 2020 to March 2021 with a plan of submitting this by 07/07/20 ","Annual Audit Schedule 2020/2021","Safeguarding SLT","07/07/2020 25/09/20 12/11/20 12/11/20\n15/01/21"]
[8.14,"Review audit training materials and amend to strengthen emphasis on quality and child’s lived experience","JW *\nDH",null,"2020-07-31","G","Confidence in knowing and understanding what good looks like","111/1/21 Two audit and two moderation training sessions scheduled for January and February 2021.12/11/20 First audit training with new materials delivered in November. Well-received by participants.25/9/20 new training materials developed. Training sessions to be factored in to autumn learning programme.                                    - Currently, training materials are being reviewed with a plan to complete this by 27/07/20                                                                                    - Brief Sessions have been held with  managers and IROs via Teams to ensure that they have an understanding of how to audit using Knowledge Skills Statement.\n"," - Audit Training materials \n ","Safeguarding SLT","07/07/2020 25/9/20 12/11/20 11/1/21"]

{"sheet":"9. Systems and Processes","index":13,"n_rows":8,"n_cols":11,"rows_kept":8,"cut":false,"hidden":false,"merged":[[0,0,0,1],[0,2,0,10],[1,0,1,10]]}
["Key",null,"Inspection findings and other issues to address"]
["Systems and Processes"]
["Ref","What We Need To Do","Project Lead","Project Support","Due Date","Status (RAGP)","What do we want to achieve?","Progress Update (REORDERED 26/10/20)","Evidence","Accountability for Sign Off","Last updated"]
[9.1,"Establish Systems and Processes Improvement Board with clear ToR and work plan.","CB","Chris Senior","2020-03-15","P","Robust arrangements for driving system changes to strengthen BAU efficiency and support transformational change projects.","as at 14/01/21 - amending RAG to purple as SPIB is fully embedded and B-a-U\nas at 08/12/20 - action complete no further updates expected     \nas at 20/10/20 - action complete no further updates expected                                                                                                                                          as at 22/09/20 - SPIB has been expanded to cover Systems and Processes workstream; Systems user group is progressing\nas at 6/9/20 Third board took place on 5/8.  Scope widened to whole of CYPFS with revised ToR agreed. Fourth board in calendars for 15/9 and will be whole directorate. RAG is green due to first board being achieved by the due date.  Progress updates now relate to ongoing compliance.\nFirst board took place 12/03/20. Paused during lockdown. Second board took place 23/6/20 and future boards now in calendars.\n"," - Terms of Reference\n - Actions Arising","CYPFS SLT ","2021-01-14"]
[9.1999999999999993,"Undertake business support and technology review of key areas for change;\n - ICRO service\n - EHaSH\n - Permanence\n - Workforce","FB","Chris Senior / Becky Colton","2020-08-07","G","All reviewed areas will have appropriate staff and equipment to drive transformational change and improve efficiency","First board took place 12/03/20. Paused during lockdown. Second board took place 23/6/20 and future boards now in calendars. \nThird board took place on 5/8.  Scope widened to whole of CYPFS with revised ToR agreed.","Process Mapping monitoring","Transformation Board","2020-07-07"]
[9.3000000000000007,"Undertake complete review of all EHM and LCS systems","JS","CS","2021-03-31","G"," - Ensure fit for purpose system. Improve user experience and make workflow pathway smoother.\n - Ensure users have clearer options to select and increase completed CIN plans.\n - Improved timeliness of assessments and more completed in shorter times.\n - Improve data collection and timeliness in care planning.\n - Improve timeliness of stat visits.","13.01.21 - Becoming looked after process is now in draft in LL UAT.\n- Initial health assessments - initial information gathering meeting held to automate referrals to health. \n- Pre-birth pathway developed and currently being tested. \n-  SOS technical workshops have commenced.\nRevised Statutory Visit Frequencies - went live 14/09/2020                                                                                                                                             - Early Help Service Request form for co-working - went live 14/09/2020                                                                                                                     - Dispute Resolution Process - went live 18/09/2020                                                                                                                                                             - Review of Becoming Looked After and Placement Change processes to be reviewed in July to streamline and improve recording timeliness/accuracy as well as include Legal Gateway Panel and Placement Request/Matching forms  \n - Hull Initiative - form developments/processed to ensure secure recording in LCS - go LIVE in October\n- Revised Risk Tab (Risks to Children, MAPPA, MARAC, Allegations, Hazards, Offences) ownership/processes from systems team to CSC with associated practice guidance and quality review processes in place - go LIVE in October                                                            - New My View Template – to give alerts when Stat Visits are due for CP and CLA – went live 12/06/20                                                           - Changes to Care Plan Part 1 and CLA Review Outcomes forms to make parallel planning questions mandatory -went live 12/06/20                                                                                                                                                                                                                                                                  - CSC Assessment Priorities (10 Day, 20 Day and 45 Day) including an 8 day alert for managers – went live 12/06/20                                                                                                                                                                                                                             - Revised Workflow Outcomes for CSC Assessment, Strategy Discussion and Section 47-  went live 08/06/20\n- Hull Initiative are now using LL forms developed recently\n- Foster Carer Review forms have been re-developed to streamline processes for the fostering service\n- Changes to the Risk Indicator Tool for the VEMT team as part of the Philmena Project\n'- All with guidance issued. 20/08/20 Excellent pace of progress with system review and changes. Last SPIB approved 20 system changes. Front door system now in training environment and ready fro go live in October.                                                                                 - 7 x Case File Audit Tools - live Aug 2020                                                                                                                                                                                     - Work tray Filters – Filters for EH so they can see a tray with all the cases they are involved with and not just those they are lead professional for - went live Aug 2020\n - Refer to Other Agency Outcomes added in EHM and LCS - went live 18/09/2020                                                                                                      - "," - monitoring via data quality reporting\n - Link to LL Action Plan"," - SPIB\n - SMT/SLT\n - Improvement Board","2021-01-13"]
[9.4,"Undertake review of Business Support Functions and capacity","AB\nML*",null,"2021-03-31","A","Functions to be reviewed, capacity assessed and future resources scoped to deliver an effective and efficient business support service which will meet the needs of improved integrated Early Help/Safeguarding Service.","25/01/21- Change control approval for Andy Brown and Mark Leighton to be leads. ML as main lead. Date change approved to the 31 March 2021. Business Support Review Board and project team set up. 3 Board meetings held to date and 2 Project Group meetings held. Timeline produced highlighting engagement and communication plan. Recomendations to be produced as per the approved Board timeline for the end of March 2021. \n1:1 sessions organised with AD, HoS and GM. As at 20.11.20 discussions have taken place with all CYP&FS HofS to assess their business support gaps and the impact lack of resources is impeding on service delivery.  Transformation leadership has now been identified (AB) to assist in leading the review.  Line management of business support staff within Permanence, Fostering, Leaving Care and Pathway has been realigned to ensure there is a consistent management approach to enable improvements of systems and processes to be identified.  Meeting with Locality Team Coordinators  take place regularly to ensure their voice is heard within improvements which are taken place.  Request for improved IT facilities has been submitted to provide parents/carers assess to technology to which will allow those with limited access to on-line provision to part-take in on-line meetings.  Customer Experience Team are creating on-line review consultation documents.  \n\n","Service Support Group Manager direct reports have been realigned   Service Support Team Manager direct reports have been realigned",null,"2021-01-25"]
[9.5,"Support four Performance Team staff to undertake specialist qualifications in data analysis","CB",null,"2020-08-31","G","Identify and support 4 staff to undertake 2 year Level 4 Data Analyst qualification.  Strengthen skills base in performance and business intelligence functions to deliver targeted tools to improve performance management.","as at 14/01/21 - formal training has commenced\nas at 08/12/20 - all four staff have completed or are approaching deadline of their first project.  Formal training starts in January.  CB attended first group meeting to oversee progress and expectations.\nas at 18/10/20 - all four staff now on-board and inducted.  Timetable has been circulated for commencement of training.             \nas at 22/09/20 - All forms have been submitted to Adult Ed and ESTIO and on boarding will be by end of week commencing 28/09/20                                                                                                                                                                                                                                                    as at 6/9/20 Still awaiting course start arrangements - CB to follow up with Adult Ed - RAG remains as Amber due to qualification going ahead but start date still undefined.                                                                                                                                                                                as at 14/8/20 Staff selected and awaiting details of course start arrangements.\nExpressions of interest have been received and selection process to be undertaken on 10/07/20 to identify 4 staff.\n\n","4 x staff with Level 4 Data Analyst qualification","Carol Brown","2021-01-14"]

{"sheet":"10. Resources","index":14,"n_rows":8,"n_cols":11,"rows_kept":8,"cut":false,"hidden":false,"merged":[[0,0,0,1],[0,2,0,10],[1,0,1,10]]}
["Key",null,"Inspection findings and other issues to address"]
["Resources"]
["Ref","What We Need To Do","Project Lead","Project Support","Due Date","Status (RAGP)","What do we want to achieve?","Progress Update (REORDERED 27/10/20)","Evidence","Accountability for Sign Off","Last updated"]
[10.1,"Establish steering group with clear ToR and work plan to oversee programme of financial training and delegations across service","JW *\nAB",null,"2020-07-02","G","Clear leadership, direction and overview of resources activity and learning and capture of impacts.","Resources steering group established, co-led by Corporate AD for finance and improvement lead. ToR agreed. Meets monthly"]
[10.199999999999999,"Establish two-year financial plan for use of improvement funding","JW\nPA\nSK *",null,"2020-07-15","G","Clarity of available resource and achievement of value for money to support improvement activity","13/01/2021 - No further updates\n09/12/2020 - No further updates.\n20/11/2020 - Completed the initial mapping task and now its an ongoing activity to review and update every fortnight.\n20/08/20 Plan in place for commitments going forward.                                                                            Fortnightly finance meetings commenced June 2020. Initial mapping against existing commitments completed.","Budget monitoring reports.",null,"2021-01-13"]
[10.3,"Develop sustainability proposals for ongoing revenue funding","PT",null,"2021-02-23","A","Ensure that resources are used equitably across services to achieve best value for money and that any shortfalls are highlighted and evidenced.","25/01/21- Change control approval to new lead Pauline Turner and date change to 23 Feb 2021.\nWork ongoing as part of budget planning processes",null,null,"2021-01-25"]
[10.4,"Strengthen budget monitoring arrangements to improve financial management","AB\nSK *",null,"2021-03-31","A","Ensure that managers have good understanding of budget management and most effective use of resources to ensure efficiency and effectiveness.","13/01/2021 - No further updates\n09/12/2020 - No further updates.\n20/11/2020 - Ongoing - suggest moving the due date back to end of March 2021.\n14/10/20 Plans established as in 10.5 below. Learning sessions to be planned into overall practice learning programme to fit around priority learning for social work practice.\n",null,null,"2021-01-13"]
[10.5,"Establish financial learning and development programme for all managers","AB\nJW *",null,"2020-07-31","G","Ensure that all staff understand the connection between activity and cost. Ensure that appropriate delegations and learning is in place to support this.","11/1/21 Training elements planned across four tiers of learning need and roles.  Delivery of training deferred until April 2021 to accommodate intensive practice learning programme and Signs of Safety sessions. 20/08/20 Learning plan agreed in steering group. To be aligned with other learning requirements from priority workstreams and participants identified and scheduled. Additional capacity secured to co-ordinate alignment of learning events across workstreams.                                            Work plan drafted to development of tiered level of training and development activity to support financial understanding and application of budget management skills and strategic finance skills at senior level. This includes levels of training, e-learning and work shadowing/observations of financial systems and processes. Work under way alongside corporate programme to review financial delegations. ",null,null,"20/08/2020 11/1/21"]

{"sheet":"11. Change_culture_comms","index":15,"n_rows":12,"n_cols":11,"rows_kept":12,"cut":false,"hidden":false,"merged":[[0,0,0,1],[0,2,0,10],[1,0,1,10]]}
["Key",null,"Inspection findings and other issues to address"]
["Change management, cultural shift and communications"]
["Ref","What We Need To Do","Project Lead","Project Support","Due Date","Status (RAGP)","What do we want to achieve?","Progress Update (REORDERED 27/10/20)","Evidence","Accountability for Sign Off","Last updated"]
[11.1,"Establish steering group with clear ToR and work plan to lead cultural shift approach which underpins the improvement programme.","PA *\nJW\n*identify STO",null,"2020-06-30","G","Clear leadership, direction and overview of workforce improvement activity and capture of impacts.","14/01/2021 - this is now extending into branding and marketing across the whole of CYPFS with project support.\n10/12/2020 - Coms strategy working well many examples of staff inclusion in developing new initiatives\n20/11/2020 - Good progress confirmed in forums in staff awareness of key issues communicated via newsletter/webinar and direct communication with senior officers. Indicators of successful communication strategy implementation. This agenda is now a standard agenda item at the Improvement Team Development Meetings.\n15/10/2020 - now part of the communications group meets regularly and introduces different methods of reaching staff with key messages. Establishing preferred language model                      First meeting took place June 2020. To continue monthly\n","Corporate Parenting Poster, improvement website, Shadow Improvement Board inclusion and volunteers\n\n",null,"2021-01-14"]
[11.2,"Develop communications strategy","CR",null,"2020-07-15","G","Comprehensive strategy in place using a range of media and events to ensure staff voice and engagement in improvement programme and shaping future service.","19/11/20 - All done.\n21/09/20 Comms Plan complete and circulated to Comms Workstream.                                                     Draft strategy presented to SLT June 2020. Comms established through newsletters and virtual staff meetings. New media use commencing, including using short videos for comms which has been well received. Virtual roadshows currently being planned for large staff groups. ","Comms strategy (link)",null,"2020-11-19"]
[11.3,"Develop marketing strategy","CR",null,"2020-08-15","R","Regional-wide reach to potential applicants for roles in the service marketing the benefits and opportunities in Hull","15/01/2021 - Communications meeting took place 13.01.2021 – Shannon and Charlotte to bring paper to SLT 17.02.2021\n19/11/2020 - Marketing meeting rescheduled to 25/11/2020.\n16/10/2020 - Marketing meeting is scheduled for 19/10/2020                                                   22/09/20 - Marketing meeting arranged.\n","Marketing strategy (link)",null,"2021-01-15"]
[11.4,"Establish a series of staff engagement opportunities with senior leaders and across service","CR",null,"2020-08-31","P","Staff have a range of formal and informal opportunities to access and engage with senior leaders over a range of media, virtual and face to face activities","10/12/2020 - Pauline and Niki Live Q&A 3 virtual events to introduce the new director held 8/12/20 11/12/20 and 16/12/20\n19/11/2020 - Additional YOT forum ran in November (complete)\n16/10/2020 - Staff forums are taking place and ongoing - the Niki Live Q &A or Ask the DCS took place on 1.10.2020.                                                      As at 22/09/20 - Staff forums for CSC staff launched 21/9/2020 to run until end of October.  All CSC staff members invited.  DCS Live event for all CYPFS staff to be held on 1/10/2020.\nShadow Improvement Board in place with 30+ staff participating. Senior leaders meet with wider leadership team and team managers through Teams. Virtual roadshows currently being planned for large staff groups. ","Staff engagement materials and media. Annual calendar of engagement events",null,"2020-12-10"]
[11.5,"Establish Shadow Improvement Board","PA",null,"Ongoing","p","Staff are fully engaged in change/improvement programme and have a direct peer route in to influence and shape future change.","14/01/2021 - still providing a good forum for discussion with staff and testing out wider consultation ideas.\n15/10/20 - no further update                                Shadow Improvement Board in place with 30+ staff participating. SIB has contributed to a range of developments including Signs of Safety, staff progression and permanency improvement board.\n","Coms tested out - Corporate Parenting poster with good suggestions for improvement.",null,"2021-01-14"]
[11.6,"Establish staff recognition and awards scheme","PA",null,"Ongoing","p","Scheme established with good level of peer nominations. First awards event scheduled for 01/07/20","15/10/20 - continues to be successful and popular with staff.                                                                     22/09/2020 - Awards held in July, August and September.  Evidence is that nominations continue to be submitted.\nFirst award event took place in July as a virtual event. It was well attended with excellent participant feedback.  ",null,null,"2020-10-15"]
[11.7,"Establish ‘Shout Out’ programme as part of staff newsletter","NCl\nCR *",null,null,"P","Contribute to broad range of methods to capture good practice.","10/12/2020 - No further update.\n19/11/20 - Adhoc positive emails with shout outs in sent out by DCS.\nShout outs established in DCS notes to staff, now consolidated in fortnightly newsletter from 16/06/20","Feedback from staff saying it was a morale boost - other staff members continuing to submit the shout outs regularly.",null,"2020-12-10"]
[11.8,"Leadership programme and coaching for senior leaders to include achieving change and cultural shift.","JW\nPA\nIS *",null,"2020-06-30","G","Senior leaders are champions of change and actively drive cultural shift through personal modelling and engagement with staff and partners.","14/10/20 Programme commenced June 2020 via virtual seminars, one to one arrangements provided via internal, external and regional coaches and mentors.",null,null,"07/07/2020 14/10/20"]
[11.9,"Establish ‘Be the change you want to see’ programme for all staff","JW *\nCR",null,"15/08/2020 now 31/3/21","A","Distributed leadership model in place where all staff demonstrate personal role in driving change. Establish ‘Change Champion’ award as part of staff awards scheme.","11/1/21 Action rescheduled in light of need for new DCS to lead visioning process and engagement challenges arising from pandemic. 12/11/20Deferred to arrival of new DCS25/09/20 Staff forum events commenced 21 September - includes discussions around practice values and philosophy.                                                20/8/20 Meeting with wider leadership group took place in August to commence conversation around cultural shift. Target date to be revised in light of current restrictions on group events.                                      Initial idea shared with managers' groups and shared via comms about the improvement journey. To be further developed when larger groups can meet. ",null,null,"20/08/2020 25/9/20 12/11/20 11/1/21"]

{"sheet":"Key","index":16,"n_rows":76,"n_cols":7,"rows_kept":76,"cut":false,"hidden":false,"merged":[[0,0,0,6],[1,5,75,5],[1,2,75,2]]}
["Key"]
["Acronym","Description",null,"Initials","Name",null,"Back to Workstream tab"]
["AD","Assistant Director",null,"AB","Andy Brown",null,"Workflow/Early Help/Front Door'"]
["ASYE",null,null,"AC","Alex Campbell",null,"Workforce'"]
["BAU","Business as Usual",null,"AO",null,null,"Social Work Practice'"]
["CAMHS",null,null,"CB","Carol Brown",null,"Children Looked After'"]
["CCE","Child Criminal Exploitation",null,"CCG","Clinical Commissioning Group",null,"Voice and Influence'"]
["CICC","Children in Care Council",null,"CH",null,null,"Partnership Working and Governance'"]
["CIN","Child In Need",null,"CR","Charlotte Richardson",null,"Practice Learning'"]
["CLA","Children Looked After",null,"DC",null,null,"Performance and Quality'"]
["CP",null,null,"DD","Darren Downs",null,"Systems and Processes'"]
["CPP",null,null,"DH","Dan Horne",null,"Resources'"]
["CSC","Childrens Social Care",null,"DL",null,null,"Change management, cultural shift and communications'"]
["CSE","Child Sexual Exploitation",null,"DT","Dorcas Taylor"]
["CST",null,null,"FB","Fiona Bell"]
["CX","Chief Exec",null,"GT"]
["CYP","Children & Young People",null,"HA","Helen Allan"]
["CYPFS","Children, Young People & Family Services",null,"HB","Heather Barnes"]
["DA","Domestic Abuse",null,"HC","Helen Christmas"]
["DCS",null,null,"IS","Ingrid Steele"]
["DSL",null,null,"JB","Janice Barnby"]
["EDT","Emergency Duty Team",null,"JMo","Jo Moxon"]
["EH","Early Help"]
["EHASH","Early Help and Safeguarding Hub",null,"JS","Julie Savill"]
["EHM",null,null,"JW","Jackie Wilson"]
["EoC","Edge of Care",null,"KR","Kerry Robbins"]
["F/T","Full Time",null,"MP","Michele Priest"]
["FGC","Family Group Conferencing",null,"NCl","Nikki Clemo"]
["GP",null,null,"NCo","Neil Colthup"]
["HBR","Hear By Right",null,"NH","Niki Heffernan"]
["HoS","Head of Service",null,"PA","Pam Allen"]
["HSH",null,null,"PP"]
["HWB",null,null,"RD","Rachel Donnachie"]
["ICPC",null,null,"RR","Rachel Roberts"]
["ICRO",null,null,"SH"]
["ILAC",null,null,"SK","Suzanne Kelly"]
["IRO","Independent Review Officer",null,"SS","Shirley Sloan"]
["JSNA","Joint Strategic Needs Assessment",null,"TH","Tracey Harsley"]
["KPIs","Key Performance Indicators",null,"WD","Wendy Dyde"]
["KSS"]
["LCS"]
["LA","Local Authority"]
["LL","Liquid Logic"]
["MACE"]
["MASH"]
["MOMO","Mind of My Own"]
["NFA"]
["NQSW","Newly Qualified Social Worker"]
["NYAS"]
["PIP"]
["PLO","Public Law Outline"]
["PLP"]
["PMO","Project Management Office"]
["PQ (P&Q)","Performance & Quality"]
["PQF","Performance & Quality Framework"]
["PSI"]
["PWP","Plaed With Parents"]
["QA","Quality Assurance"]
["RAA"]
["RHI","Return Home Interview"]
["S20","Section 20"]
["S47","Section 47"]
["SGO"]
["SLT","Senior Leadership Team"]
["SOS","Signs of Safety"]
["SPIB"]
["SSRS"]
["STC"]
["SW","Social Worker"]
["TCI"]
["TM","Team Manager"]
["ToR","Terms of Reference"]
["UAT","User Acceptance Testing"]
["V&I","Voice & Influence"]
["YP","Young Person"]
["YVIC"]

{"sheet":"1. Findings_Issues","index":17,"n_rows":28,"n_cols":3,"rows_kept":28,"cut":false,"hidden":false,"merged":[[1,0,1,2],[0,0,0,2]]}
["Back to 'Workflow/Early Help/Front Door'"]
["Inspection findings and other issues to address - Workflow/Early Help/Front Door"]
["January 2019 inspection","September 2019 monitoring visit","January 2020 monitoring visit"]
["Too many children are re-referred to children’s services because risks and needs arising from repeat parental behaviours were not sufficiently identified or met the first time.","Management supervision is not effective and does not offer the critical challenge needed to ensure that work is properly progressed and risks to children are identified","N/A"]
["Quality of Early Help assessments and plans","Unqualified referral officers were not consistently recording telephone calls about concerns on children’s records or sharing information with managers, and this potentially leads to delays in providing help or protective action. "]
["Quality of referrals into EHaSH","Currently no systems to monitor and review the screening of initial contacts. "]
["Management oversight, particularly oversight of work undertaken by the referral officers.","Team managers do not have a shared view about decision-making, and different managers recommend different responses to similar concerns. "]
["History not fully considered to inform decision-making. ","Line managers do not always ensure that children’s plans are properly progressed. The quality of information-sharing and screening is inconsistent in the EHASH. "]
["Police do not always participate in child protection strategy discussions. ","Lack of professional curiosity about information received and over-optimism about a parent’s ability to protect and change. "]
["In some instances, police interview children alone, outside of strategy recommendations. ","Risk assessment tools are not well used and, too often, repeated concerns for children need to be made before suitable help is provided.  "]
["Quality and oversight of safety plans and agreements which are sometimes over optimistic about parental ability.","Children inappropriately referred to early help services when the concerns were complex and the degree of risk not recognised. "]
[null,"The quality of most police notifications/DA referrals is poor, and the screening and decision-making for these is left to children’s services. "]
[null,"Resources in the EHASH are limited, and there are missed opportunities for co-located partners to jointly contribute to risk assessments and decision-making when there are repeated concerns about children’s welfare. "]
[null,"Strategy discussions do not consistently consider the needs of children outside of the immediate family, who may be in contact with adults who pose a risk.  "]
[null,"The response to children who may need help from the out-of-hours service is too variable. "]
[null,"Responses are weaker when staff inappropriately assess risks as being less urgent. "]
[null,"There are inconsistencies in sharing information with the daytime staff. "]
[null,"Many assessments are not good enough to inform strong and effective planning for children. "]
[null,"There is an over-reliance on self-reporting by parents and insufficient analysis of relevant family history. "]
[null,"Children are not always at the centre of decision-making, and protective factors to keep them safe are ill-defined. "]
[null,"Children’s wishes and feelings do not sufficiently inform the assessment of risk. "]
[null,"Social workers do not complete assessments within timescales relevant to children’s needs. Most take too long, with around half of all assessments taking between 41 and 45 working days. "]
[null,"Caseload pressures, along with demanding duty requirements, restrict the time available for social workers to progress their work."]
[null,"Timescales for visiting children do not match the urgency of the child’s situation or the level of concern."]
[null,"Plans are weak and do not describe well the actions needed, or timescales to assess progress for children. "]
[null,"Staff make early decisions to close cases when risks for children are still high."]
[null,"Social workers take insufficient action to protect some children when new risks arise. "]
[null,"Too many children continue to enter care in an emergency after being left in vulnerable situations."]

{"sheet":"2. Findings_Issues","index":18,"n_rows":4,"n_cols":3,"rows_kept":4,"cut":false,"hidden":false,"merged":[[0,0,0,2],[1,0,1,2]]}
["Back to 'Workforce'"]
["Inspection findings and other issues to address - Workforce"]
["January 2019 inspection","September 2019 monitoring visit","January 2020 monitoring visit"]
["Caseload pressures, along with demanding duty requirements, restrict the time available for social workers to progress their work.","N/A","Too many changes of social workers mean that children must tell their story repeatedly"]

{"sheet":"3. Findings_Issues","index":19,"n_rows":19,"n_cols":3,"rows_kept":19,"cut":false,"hidden":false,"merged":[[0,0,0,2],[1,0,1,2]]}
["Back to 'Social Work Practice'"]
["Inspection findings and other issues to address - Social Work Practice"]
["January 2019 inspection","September 2019 monitoring visit","January 2020 monitoring visit"]
["Significant weaknesses in the response to children who need help and protection. Frontline managers do not have a deep enough understanding of the quality of social work practice. A lack of management oversight and challenge does not ensure that all risks and needs are identified and responded to quickly or safely. Most children’s assessments and plans are poor. Weakness in social work practice in the identification and response to risk and the understanding of the impact on children of their adverse experiences.","Management supervision is not effective and does not offer the critical challenge needed to ensure that work is properly progressed and risks to children are identified","Concerns about the quality of practice are widespread across a range of teams and services."]
["Social workers and managers are unrealistic about parents’ ability to change or the sustainability of family arrangements.",null,"Risks to children are not well identified or well managed."]
["The response to children with specific vulnerabilities, including disabled children, children in private fostering arrangements, and homeless 16-year-olds.",null,"Assessments are not regularly updated, even when there are significant changes in children’s lives."]
["Multi-agency child protection work, including strategy meetings, child protection enquiries and the initial child protection plans and core groups.",null,"Chronologies do not provide an understanding of children’s experiences to help meet their needs."]
["The quality of children’s assessments and plans - poor-quality assessments which fail to identify the child’s lived experience, are overly adult focused and are too descriptive. Assessments of children after they first come into care are not regularly updated.",null,"Children’s records do not clearly capture the rationale for decision-making about significant events."]
["Widespread drift and delay in planning. Plans fail to improve children’s situations. Plans do not always distinguish between the individual needs of brothers and sisters. They lack clarity about what is needed and who is doing what. Most planning is over-optimistic and lacks professional curiosity in testing out parental self-reporting. Contingency plans are too vague, and they are not individualised.",null,"Children’s plans are not sufficiently specific and do not always identify actions to make progress and avoid delay.  "]
["Variation in completion, by the ICRO, of an initial child protection plan for the multi-agency core group to take forward. plans developed from conference are not specific enough to enable the core group to focus on the child",null,"Poor understanding of child exploitation and risks outside the family, and an absence of multi-agency strategy discussions result in weak responses to children who are vulnerable to exploitation."]
["Frontline managers’ oversight and challenge to consistently drive the progress of children’s cases."]
["Rigour, timeliness, and senior management oversight of work in pre-proceedings to drive permanence planning for children -assertive, timely action is not always taken to escalate to pre-proceedings under the public law outline (PLO). PLO plans lack clarity. Insufficient review and tracking of PLO cases."]
["Scrutiny and oversight of practice by managers and the independent conference and review officers (ICROs) in driving children’s plans to improve their outcomes."]
["The timeliness of care proceedings does not meet statutory timescales in all cases. Inconsistent quality of court reports and plans."]
["The quality of return home interviews to inform individual planning for children and strategic planning."]
["Thresholds for safeguarding for disabled children are not clearly understood or applied."]
["Failure to comply with private fostering regulations"]
["Homeless 16-year-olds are not provided with a child-centred response which focuses on risk. Management oversight of 16-year-olds is very weak. Lack of sufficient housing options. Homeless 17-year-olds should have a statutory assessment of their needs."]
["Quality of supervision varies greatly across teams. Not all records evidence reflective discussion to improve practice or demonstrate how discussions are driving progress in children’s plans."]

{"sheet":"4. Findings_Issues","index":20,"n_rows":22,"n_cols":3,"rows_kept":22,"cut":false,"hidden":false,"merged":[[0,0,0,2],[1,0,1,2]]}
["Back to 'Children Looked After'"]
["Inspection findings and other issues to address - Children Looked After"]
["January 2019 inspection","September 2019 monitoring visit","January 2020 monitoring visit"]
["Sufficiency of local placements, to meet the needs of children in care and care leavers.","N/A","Analyse the rising trend to help them to respond appropriately and address the underlying issues."]
["Drift and delay in planning: significant number of children at home on full care orders where there has been drift in ensuring a discharge of the care order.",null,"Permanence is not established in Hull. Tracking mechanisms are ineffective, resulting in children experiencing drift as permanence planning takes too long or is not considered. Systems for approving permanence lack clarity, and there is not enough challenge by managers"]
["IRO caseloads too high. IROs are not able to establish for themselves, in all cases, children’s most up-to-date wishes and feelings. Limited IRO effectiveness in driving plans.",null,"Placement choice and sufficiency: the sufficiency strategy does not take into account the increasing diversity of the children in care population in Hull, nor does it provide sufficient investment to deliver its targets. There are not enough local homes for children in care to suit their needs"]
["Timeliness of health assessments",null,"Placement matching decisions are not based on strength-based assessments of children’s needs"]
["Personal education plans are too variable in quality.",null,"Many children have lots of placement moves as a result of poor quality matching."]
["Outcomes for children in care in the early years and key stage 1 are below the national averages.",null,"Corporate parenting is not strong enough, nor sufficiently focused on what it means to be a child in care in Hull."]
["Transition planning for older disabled children who are looked after has been negatively impacted by delays in procuring accommodation with adult services.",null,"Challenge by senior leaders to drive improvements and ensure that services for children are properly funded and supported.  "]
["On occasions, children with complex needs have been placed in unregistered and unregulated residential settings.",null,"Managers and IROs have failed to identify and escalate issues of concern. Increased caseloads and limited contact with children have hampered the ability of IROs to oversee children’s lives and escalate issues of concern.   "]
["Insufficient range of accommodation options for care leavers.",null,"Weak assessment and monitoring of family placements"]
[null,null,"There is insufficient management oversight to challenge drift, and to ensure that all children receive effective care planning and appropriate responses to their needs."]
[null,null,"Too many children come into care in a crisis, and poor initial placement planning and matching decisions mean that many children experience several moves before they settle."]
[null,null,"Children who have gone missing multiple times continue to be at risk of harm, and there is insufficient use of risk assessments and safety planning."]
[null,null,"Life-story work is not routinely completed or updated."]
[null,null,"The fostering service does not meet minimum standards. Fostering recruitment targets have not been achieved and recruitment lacks a targeted focus. The fostering service does not have the resources to invest in marketing campaigns or provide the right support to compete with the independent market."]
[null,null,"Too many unplanned endings in foster care"]
[null,null,"Children are increasingly moving to semi-independent homes without enough consideration of their individual needs."]
[null,null,"The quality of personal education plans remains too variable"]
[null,null,"There is no service to support foster carers to respond to the needs of children with complex needs. Therapeutic care is not always considered even when children’s needs appear high.  External therapeutic placements do not always address therapeutic need."]
[null,null,"Poor performance with health and dental checks"]

{"sheet":"5. Findings_Issues","index":21,"n_rows":4,"n_cols":3,"rows_kept":4,"cut":false,"hidden":false,"merged":[[0,0,0,2],[1,0,1,2]]}
["Back to 'Voice and Influence'"]
["Inspection findings and other issues to address - Voice and Influence"]
["January 2019 inspection","September 2019 monitoring visit","January 2020 monitoring visit"]
["Insufficient priority given to the experiences of children.","N/A","Children’s involvement in CLA reviews is low and there continues to be very low take-up of advocacy"]

{"sheet":"6. Findings_Issues","index":22,"n_rows":4,"n_cols":3,"rows_kept":4,"cut":false,"hidden":false,"merged":[[0,0,0,2],[1,0,1,2]]}
["Back to 'Partnership Working and Governance'"]
["Inspection findings and other issues to address - Partnership Working and Governance"]
["January 2019 inspection","September 2019 monitoring visit","January 2020 monitoring visit"]
["Police do not always participate in child protection strategy discussions. In some instances, police interview children alone, outside of strategy recommendations. As a result, children unnecessarily repeat their story of traumatic events to different professionals at different times.","N/A","N/A"]

{"sheet":"7. Findings_Issues","index":23,"n_rows":4,"n_cols":3,"rows_kept":4,"cut":false,"hidden":false,"merged":[[0,0,0,2],[1,0,1,2]]}
["Back to 'Practice Learning'"]
["Inspection findings and other issues to address - Practice Learning"]
["January 2019 inspection","September 2019 monitoring visit","January 2020 monitoring visit"]
["While the training offer has been enhanced and is valued by staff, it is not yet delivering improvements in the quality and consistency of social work practice or management oversight.","N/A","N/A"]

{"sheet":"8. Findings_Issues","index":24,"n_rows":5,"n_cols":3,"rows_kept":5,"cut":false,"hidden":false,"merged":[[0,0,0,2],[1,0,1,2]]}
["Back to 'Performance and Quality'"]
["Inspection findings and other issues to address - Performance and Quality"]
["January 2019 inspection","September 2019 monitoring visit","January 2020 monitoring visit"]
["Development of quality assurance, including auditing practice. Quality assurance processes do not yet assure senior managers that good decisions are being made throughout the service to improve outcomes for children and families. While auditing practices have improved, there is insufficient understanding and agreement among managers about what good practice looks like. ","QA too focused on process and recording standards. Does not lead to proper action plans to address shortcomings in case work.","Performance reporting and quality assurance arrangements lack focus on the things that matter most to children, and there is too much emphasis on process and compliance."]
[null,"Performance management not having enough impact in identifying and addressing weaknesses in practice"]

{"sheet":"9. Findings_Issues","index":25,"n_rows":4,"n_cols":3,"rows_kept":4,"cut":false,"hidden":false,"merged":[[0,0,0,2],[1,0,1,2]]}
["Back to 'Systems and Processes'"]
["Inspection findings and other issues to address - Systems and Processes"]
["January 2019 inspection","September 2019 monitoring visit","January 2020 monitoring visit"]
["N/A","N/A","N/A"]

{"sheet":"10. Findings_Issues","index":26,"n_rows":4,"n_cols":3,"rows_kept":4,"cut":false,"hidden":false,"merged":[[0,0,0,2],[1,0,1,2]]}
["Back to 'Resources'"]
["Inspection findings and other issues to address - Resources"]
["January 2019 inspection","September 2019 monitoring visit","January 2020 monitoring visit"]
["Insufficient challenge by senior leaders to drive improvements and ensure that services for children are properly funded and supported.  ","N/A","The fostering service does not have the resources to invest in marketing campaigns or provide the right support to compete with the independent market."]

{"sheet":"11. Findings_Issues","index":27,"n_rows":4,"n_cols":3,"rows_kept":4,"cut":false,"hidden":false,"merged":[[0,0,0,2],[1,0,1,2]]}
["Back to 'Change management, cultural shift and communications'"]
["Inspection findings and other issues to address - Change management, cultural shift and communications"]
["January 2019 inspection","September 2019 monitoring visit","January 2020 monitoring visit"]
["Leadership of cultural shift within the workforce to create an environment focused on improving basic social work practice.","N/A","N/A"]

{"sheet":"Sheet4","index":28,"n_rows":0,"n_cols":0,"rows_kept":0,"cut":false,"hidden":false,"merged":[]}

{"sheet":"Sheet2","index":29,"n_rows":0,"n_cols":0,"rows_kept":0,"cut":false,"hidden":false,"merged":[]}