children’s services solihull mbc ofsted inspection …eservices.solihull.gov.uk › mginternet ›...

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Solihull MBC

Children’s Services

Ofsted inspection action plan

August 2016Updated December 2017

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Introduction

In April 2016, Ofsted carried out a comprehensive inspection of children’s social care and early help in Solihull. This was conducted under the single inspection framework Inspection of services for children in need of help and protection, children looked after and care leavers.

The overall judgement was that services in Solihull require improvement to be good. The individual service judgements were as follows.

Children who need help and protection

Requires improvement

Children looked after and achieving permanence


Adoption performance GoodExperiences and progress of care leavers


Leadership, management and governance


These grades are not where we want to be, though Ofsted did acknowledge that “firm foundations have been laid. Good progress is being made. Improvement is continuing”. Their report contains a wealth of analysis that together with their 11 recommendations provides the basis on which we can continue and accelerate the improvement they found.

This action plan is a direct response to the inspection outcomes. Section 1 explicitly addresses the 11 recommendations that Ofsted make. Section 2 goes beyond that by identifying improvement actions in response to other Ofsted findings that are in the report or were reported by inspectors during the inspection but which were not included as formal recommendations.

There were no surprises for us in what Ofsted found. We had already started to take action in a number of areas before the inspection. For example, the need improve assessment and planning was one of the factors in our decision to adopt Signs of Safety, which we will implement in the autumn of 2016.

Senior leaders are of course critical in bringing about the necessary changes, and so too are first line managers. For that reason we asked them to identify improvement actions they can take. Their suggestions are reflected throughout this action plan, with four actions that they identified most strongly highlighted in rows shaded in grey.

Governance for this action plan will be through the children’s social care and early help senior management team to the directorate leadership team and corporate

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leadership team. We will also present progress reports to the health and wellbeing board and the safeguarding children board.

Success in implementing this action plan will help us achieve our goal of being one of the best performing local authorities in the country. However, actions can only take us so far. If we are to do the best for our most vulnerable children and young people we need to foster a culture of continuous improvement that starts with each of us continually challenging ourselves and others about what we can do that will make a difference.

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Section 1: Actions arising from Ofsted recommendationsOfsted recommendation 1

Ensure that the performance management framework provides first-line, middle and senior managers with a clear line of sight on those issues and areas that matter most, including, for example, the frequency and quality of supervision and key aspects of frontline practice.

Ref Action Who1 By when Progress1.1 Revise the performance dashboard to contain

more about quality and workforce developmentLead: ADDelivery by: B&PM

Oct 2016 Changes made to dashboard. Further refinements to ensure data quality made as required.

1.2 Revise the case auditing process to require: Separate judgements for compliance and

quality Provide auditors with examples of what good

looks like Auditing by DLT members Observation of practice, e.g. child protection

conferences, by SMT and DLT members

Lead:HoSQADelivery by: Designated auditors – ATMs,TMs, HoS, DLT

Oct 2016 Aug 2016: new audit arrangements in place; DLT auditing cases.

1.3 Appoint an independent case auditor to carry out monthly audits

Lead:DCS

Oct 2016 Started end Aug 2016. Contract to Sept 2017.

1.4 Provide training and support to ensure first line managers can provide high quality supervision with challenge, reflective discussion, case direction and support. This will include the use of Signs of Safety.

Lead:HoACP; HoLAC; HoSQAHoS/OWD/PSWDelivery by: TMs, ATMs

Mar 2017 Signs of Safety implemented Oct 2016. Rolling programme of manager workshops focusing on supervision implemented Jan 2017. Audit and BAU demonstrate some improvement in quality of challenge and oversight by managers.

1.5 Audit the frequency and quality of supervision. Lead: HoS&QADelivery by: TMs, HoS, DLT

Oct 2016 Supervision routinely considered in case file audits. Internal and external assurance exercises suggest supervision is regular and drives casework. Recording consistency needs further work. C/f to new action plan. inconsistent. Supervision compliance monitoring in place and reported on.

1.6 Collate and analyse findings of all audit and QA activity to identify themes and trends, ensure

Lead:HoS&QA / B&PM

Oct 2016 Audit findings collated and

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learning from good practice and agree remedial measures as required.

Delivery by: DLT, SMT, TMs, ATMs

analysed with useful learning about assessment, plans and use of SoS. Introduction of Audit and Compliance Tuesdays beginning to have an impact on audit completion.

1.7 Procure a new ESCR that allows managers at all levels to access real-time performance reports.

Lead: AD Confirm supplier Dec 2016.Go live Feb 2018

Wider Council project outside full control of Children's Services. Provider identified subject to contract – expected to be signed Jan 2018.

1.5 Review with Adult Services respective QA processes to identify what can be learnt from each other

Lead: AD Nov 2016 Complete. Adult services processes are less developed than those in Children's Services. We have made our approach available to colleagues in adult services.

1.6 Improve reporting functionality of CHIPS to provide managers at all levels with good quality data reports.

Lead: AD Dec 2016 Improvements made. Managers can get a range of performance data. Under continuous review by SMT with RR.

Expected Outcomes What will success look like? What will be different?

Systems allow managers at all levels and in all parts of the business have ready access to quality and performance reports that support them in making improvements.

Analyses of QA and audit findings are communicated regularly to managers at all levels and lead to service improvement.

Findings over time demonstrate improved performance with children benefiting from prompt and good quality services.

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Ofsted recommendation 2

Ensure that the level of critical challenge provided by first line managers, child protection conference chairs and independent reviewing officers is consistently rigorous and robust and that, once escalated, concerns are dealt with quickly and effectively

Ref Action Who By when Progress2.1 Review ratios of social workers to line managers;

and make recommendations to CLT.Lead: AD Oct 2016 Increase in

ATMs complete. Impact clearly discernible.

2.2 Team managers and assistant team managers to prioritise staff supervision as one of the most important things they do.

Lead: PSWDelivered by: TMs, ATMs

Mar 2017 Supervision policy revised for consistency of expectation - implemented Jan 217. Sets out how often, what is discussed, how recorded. Mapped against knowledge and skills statement for practice supervisors. Needs monitoring through audit (see action 1.5)

2.3 Recruit three additional IROs. Determine whether one should focus on CIN.

Lead: AD / HoSQA ERM

Dec 2016 Two IROs recruited. Other vacancies filled by agency. C/f to new action plan.

2.4 Review whether a senior IRO is required. Lead: AD / HoSQA ERM

Dec 2016 Recruitment unsuccessful. Need to review. C/f new action plan.

2.5 Clarify IROs’ role in raising challenge and escalating concerns about practice.

Lead: HoSQA Nov 2016 Completed with evidence of impact cases

2.6 Review operation of LADO function. Lead: HoSQA Aug 2016 Continues to be effective. Review if and when we recruit senior IRO.

2.8 Adopt the knowledge and skills statements produced by the Chief Social Worker and agree on performance standards for first-line managers. Ensure the PDRF process explicitly reflects these standards.

Lead: ADDelivery by PSW / ERM through DLT / TMs / ATMs

Dec 2016 K&S statement informing JDs, recruitment, training and 2017-18 PDRF.

2.9 Review practice leadership learning needs for team managers and assistant team managers; implement revised approaches in line with the review outcomes.

Lead: PSW / WDL

Mar 2017 Learning needs identified in line with KSS. Work underway re

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accreditation. Developing regional approach (Futuresocial).

2.10 DLT to consider and agree the best way of addressing the capacity problems inherent in the Head of Assessment and Child Protection post and then act accordingly.

Lead: AD Oct 2016 Recruitment to increase FLM capacity – increasing TM capacity to provide additional support to HoS. Tfr of CDT also releasing capacity.

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Expected Outcomes What will success look like? What will be different? Social workers have ready access to line management guidance and challenge with managers

who have sufficient capacity to maintain a sound knowledge of their team’s cases. Audits show that supervision is regular, focuses on the right things and includes challenge, critical

reflection and support First line managers are responsible for fewer children so that they can exercise greater oversight

and direction. IRO caseloads reduce to levels within national guidance so that they provide greater oversight and

challenge. First line managers and IROs consistently demonstrate that they have the skills and qualities – as

well as the leadership and support – that they need to ensure the best outcomes for children That demonstration is evidenced through improved quality assurance arrangements (see

recommendation 1) Case files contain all the information and analysis needed to support the best possible decision-

making. Recording should be clear, concise, accessible, evidence-based, outcome-oriented and timely.

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Ensure that the quality and effectiveness of assessments and care plans are of a consistently high standard and are regularly reviewed and updated

Ref Action Who By when Progress3.1 Implement Signs of Safety as the practice

framework for child protection and child in need work.

Lead: PSWDelivery by: TMs, ATMs, IROs, SSWs,SWs

Oct 2016 COMPLETE. Implemented on schedule. We continue to monitor effectiveness. BAU. Impact positive.

3.2 DLT members to receive bespoke training on Signs of Safety (not least to enable them to use the language of the method in all dealings with staff)

Lead: PSW / WDL

Nov 2016 COMPLETE.

3.3 Identify what workforce development activities are needed to support the achievement of the SOS outcomes.

Lead: PSW / WDL

Dec 2016 COMPLETE. All key staff trained on schedule. Briefings delivered for staff in partner agencies. Have shared some training with a neighbouring LA to ensure new starters are trained.

3.4 Produce exemplary versions of some assessments and plans for practitioner and manager training and reference.

Lead: PSW, Delivery by: SSWs

June 2017 New templates and guidance. Internal and external assurance shows good improvement in quality.

3.5 Run campaigns for social workers and managers on ‘top tips to improve your assessments’ and ‘top tips to improve children’s plans’.

Lead: PSW Delivery by: SSWs

Dec 2016 WFD activities undertaken with staff. Internal and external assurance shows good improvement in quality.

3.6 Establish improved methods of communicating about good practice, for example through the development of lunchtime seminars for staff.

Lead: PSW Delivery by: SSWs

Dec 2016 Practice briefings led by PSW


Assessments are based on all the most relevant information, which is paired with careful and insightful analysis. They should be updated regularly and especially when there are significant changes in a child’s circumstances. They should lead directly to the production of …

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Expected Outcomes What will success look like? What will be different? … SMART plans with actions that are specific to the child’s situation. They should set out clearly

and unambiguously the expectations on all including families. They should remove the need for additional documents such as working agreements.

Plans support the regular and specific review of progress and prompt corresponding action to improve children’s lives.

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Ensure that strategy discussions and core groups are consistently effective as forums for sharing information, identifying risks, prompting appropriate action.

Ref Action Who By when Progress4.1 Work with police, other organisations and LSCB

to ensure the right people attend meetings and decisions are made promptly and with comprehensive information and analysis.

Lead: AD / HoACPDelivery by: TMs, ATMs, IROs

Dec 2016 Improvements in participation in strategy discussions, conferences, core groups.

4.2 Monitor participation in core groups and raise challenge at the appropriate levels where there are problems.

Lead: AD / HoACPDelivery by: TMs, ATMs, IROs HoACP

Dec 2016 Participation monitored and has improved

4.3 Ensure there is a social worker with up-to-date case knowledge at all MASE meetings.

Lead: AD/HoACPDelivery by: TMs, ATMs, SWs

Dec 2016 Social workers attend all MASE meetings. Challenge to police by AD led to improvement in their attendance.


Decision-making in respect of the investigation of children who may have been abused will be better informed and more timely.

Core groups work effectively with parents with all relevant agencies contributing to the sharing of information, the delivery of child protection plans and the identification and analysis of progress.

Children receive the right help at the right time so that risk is eliminated and their lives improved.

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Ensure that decisions and actions agreed at multi-agency sexual exploitation (MASE) meetings are simply and clearly recorded and routinely followed up from one meeting to the next.

Ref Action Who By when Progress5.1 Agree with partners how discussions and

decisions are recorded in a way that sets actions and enables continuing monitoring and review.

Lead: HoACP Oct 2016 Recording of MASE meetings now in consistent format and timely.


Risks of sexual exploitation of individual children and young people are understood and minimised. Information is pooled to enable the identification and disruption of dangerous individuals and

groups.

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Ensure that the local authority designated officer is provided with an effective system for monitoring and recording allegations, one which facilitates external scrutiny.

Ref Action Who By when Progress6.1 Bring proposals for an interim solution to the

management information board, pending replacement of Care First.

Lead: HoS&QA Nov 2016 Some refinements made. No further progress likely until new ESCR implemented. C/f to new action plan.

6.2 Consider the business case for appointing an IRO dedicated to the LADO function to streamline and improve information management.

Lead: AD Aug 2016 See above 2.5


Allegations, actions and outcomes are clearly recorded and accessible to those with a need to know, so that children are protected and historical information is available when new concerns arise.

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Ofsted recommendations 7 and 8

Ensure that effective use is made of the Public Law Outline to avoid drift and delay and, where appropriate, explore alternative family-based solutions for children who are unable to continue to live safely at home, including through the use of consistently high-quality viability assessments.

Ensure that all children and young people who are looked after have plans that clearly and explicitly address their need for permanence.

Ref Action Who By when Progress7.1 DLT to determine whether to establish a

PLO Panel. Lead and by delivery:AD / HoACP / HoLAC

Sep2016Feb 2017

Delayed – implemented Feb 17. Trackers revised and used actively to ensure cases progressed.

7.2 DLT to determine whether to introduce a Family Group Conference service.

Lead: AD / HoACP Mar 2017 Action closed. Linked with unsuccessful innovation bid. No internal resource available to develop FGCs at this stage.

7.3 DLT to identify options for edge of care provision.

Lead: AD / HoACPDelivery by: IBL

Mar 2017 Small EoC team in operation from Dec 2017. Expansion planned as part of changes in in-house early help.

7.4 Ensure that possible alternative carers are identified and assessed at the earliest pre-proceedings stage possible.

Lead: HoACPDelivery by: TMs, ATMs, SSWs, SWs, IROs

Oct 2016 Complete – BAU. Implemented on schedule and routinely applied. Requirement that full range of possible extended family carers are identified at earliest opportunity. Increased use of fostering for adoption.

7.5 Ensure that permanence is considered at the earliest stage in a child’s care career and decisions made no later than the second LAC review. Issue staff briefings to set out expectations about this, including information about the full range of permanence options.

Lead: HoS&QADelivery by: TMs, ATMs, SSWs, SWs, IROs

Oct 2016 Complete – BAU. Sep 2016 - briefings commenced.Permanence decisions routinely made no later than second LAC review.

7.6 Provide training for social workers in the completion of viability assessments.

Lead: PSW / Delivery by: WDL

Dec 2016 Complete – BAU. Briefings completed on schedule and will be repeated as necessary.

7.7 Accelerate steps to discharge care, placement and other orders when they are no longer in a child’s best interests

Lead: HoLAC Delivery by: TMs, ATMs, SSWs, SWs, legal services

March 2017

Additional ‘case-busting’ social worker recruited (agency) with some success. Some COs discharges, five in court for discharge Jan 2018. However we have challenge with

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court making new COs with PWP. Challenge this practice through LFJB.


Decisions to initiate care proceedings are made and approved on the basis of good assessments, advice and full consideration of the alternatives.

Children on the edge of care are diverted and able to live at home or with connected persons.

Wherever possible, children unable to live with their immediate birth families live with suitable extended family members who have been the subject of thorough, skilled viability assessments and who meet their needs fully.

Permanence options, including possible connected person carers, are identified and assessed early so that there are no delays in proceedings.

Children benefit from permanence without delay. Children are not subject to disproportionate use of court orders.

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Ensure that the foster carer recruitment strategy includes specific targets and actions to increase the range and availability of placement options to meet the assessed needs of different groups of children and young people now and in the future.

Ref Action Who By when Progress9.1 Build greater flexibility into the availability of

foster carers by ending the practice of approving all new carers as short term; and approving them for broad age bands.

Lead: HoLACDelivery by: fostering TM, ATM, SWs, panel adviser

Oct 2016 Aug 2016 – completed.

9.2 Review the sufficiency and foster carer recruitment strategies to identify ways of attracting new carers and maintaining existing ones.

Lead: HoLAC Mar 2017 Strategy updated. Better retention. Recruitment slow. Action planned to raise profile and introduce better targeting. C/f to new action plan. Retention measures include Fostering Resilience programme.

9.3 Review the support and development opportunities available to foster carers and implement changes accordingly.

Lead:HoLACDelivery by: fostering TM, ATM, SWs, panel adviser

Dec 2016 Development programme reviewed. Fostering Resilience repeated. Payment for skills embedded.


The local authority recruits and retains enough foster carers of the right calibre and characteristics to provide placements for those Solihull children who need them.

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Ensure that appropriate action is taken to increase the range and volume of suitable accommodation for care leavers in order to reduce the reliance on houses of multiple occupation.

Ref Action Who By when Progress10.1 DLT to consider and agree options for

commissioning an improved range of accommodation for care leavers.

Lead: HoLACDelivery by:TM-CA&16+, children’s commissioner

Dec 2016 Accommodation strategy agreed Sep 2016.Jan 2017: increase in care leavers staying put. Working sub-regionally to develop procurement framework for supported accommodation. YP support hubs recently launched.SMBC continues to perform well in the indicator for care leavers in suitable accommodation.


A range of good quality accommodation is available to care leavers that meets specific individual needs and allows for some choice.

More care leavers are able to stay put with foster carers to 21 years if they and their carers wish.

A range of good quality support enables care leavers to sustain and thrive in accommodation.

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Ensure that the children-in-care council is properly supported to enable it to reach out to and represent the views of children and young people looked after and care leavers.

Ref Action Who By when Progress11.1 Provide dedicated officer support to the children

in care council to help them expand and become more representative.

Lead: HoEHDelivery by:YP engagements officers

Sep 2016 Complete – BAU. Aug 2016: Dedicated officer support in place.

11.2 Work with the children in care council to ensure that it is a vibrant group that is a key part of the Council’s response to corporate parenting; and that it provides strong representation of the views and aspirations of children, young people and care leavers.

Lead: AD / HoEHDelivery by:YP engagement officers

Dec 2016 Programme of activities in place. AD meeting with CiCC quarterly. CiCC role in relation to corporate parenting group defined in draft corporate parenting strategy. Now a vibrant group with influence. Needs to continue to broaden its base and plan for succession.


An active CiCC will provide a source of mutual support for looked after children and care leavers, and influence the design and review of services.

Feedback and comment for leaders and managers, which they explicitly use to design and revise services

All parts of Solihull MBC will act as a strong and sharp-elbowed parent for looked after children, championing their needs within the Council, with partner agencies and with the business sector.

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Section 2: other actions arising from the inspectionRecommendation 12

Improve the quality of the interface between social work / early help and step up / step down services

Ref Action Who By when Progress12.1 Co-locate early help duty with the MASH. Lead: HoACP /

HoEHDelivery by:TMs MASH and Engage

Oct 2016 Completed on schedule.

12.2 Review DA triage and introduce improvements accordingly.

Lead: HoACP / HoEHDelivery by: TM MASH

Dec 2016May 2017

MASH review completed. Amendments made to DA triage. Further work now underway to reflect police approach elsewhere.

12.3 Review and revise arrangements for step-up and step-down between early help and children’s social care.

Lead: HoACP / HoEHDelivery by:TMs, ATMs in CSWS teams and Engage

Dec 2016June 2017

New pathways designed and agreed March 2017. Full implementation June 2017.


Children and families get the right level of help at the right time, without the need for separate referrals.

When the needs of children and families changes, transfers in either direction between early help and children’s social care involve agreement between the services and effective information exchange.

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Recommendation 13

Ensure there is sufficient independent visitor capacity for all looked after children who need it.

Ref Action Who By when Progress13.1 Review need and supply of independent visitors

as part of the review of the sufficiency strategy (see 9.2 above). Amend capacity in response to the findings.

Lead: HoLACDelivered by:children’s commissioner

Mar 2017 New contract about to be signed (in line with schedule). More flexible in balancing IV, advocacy and WRI hours.


Looked after children who need an independent visitor are allocated one promptly.

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Recommendation 14

Improve the response to privately fostered children and their carers.

Ref Action Who By when Progress14.1 Review and revise awareness-raising materials

and methods.Lead: HoLACDelivered by: private fostering lead SW

Dec 2016 Revised materials used in comms with schools and others to raise awareness of private fostering. Numbers reported remain low. Regular review needed.

14.2 Write to all schools in Solihull early in the autumn 2016 term to remind them of their responsibilities to identify and refer children who may be privately fostered.

Lead: HoLACDelivered by: private fostering lead SW

Completed. Needs to become BAU each autumn term.


Children who are privately fostered are identified promptly and referred to children’s social care in line with regulations. As a result, their safety is assured and their needs, and those of their carers, are assessed and met.

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Recommendation 15

Ensure that business meetings sit within a clear governance framework, are necessary, avoid overlap and are purposeful.

Ref Action Who By when Progress15.1 Review the range of meetings attended by senior

leaders and other managers and staff. Use the findings to streamline the meetings framework, eliminating overlaps and strengthening governance.

Lead: DCS, AD Dec 2016 Apr 2017 update. Completed. Children's SMT now meets weekly and incorporates a number of previous stand-alone meetings. Constant vigilance needed to ensure efficiency.


Meetings are purposeful, efficiently run and take place within a clear, lean structure.

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Recommendation 16

Ensure that the range of strategy documents form a coherent set with adequate governance arrangements and that each is supported by an action plan.

Ref Action Who By when Progress16.1 Review the full range of strategy documents.

Ensure their currency, relevance and effectiveness, and that they are supported by a SMART action plan and communication plan.

Lead: DCSDelivery by:AD, HoS

Mar 2017 Most reviewed. Now a continuous processs.

16.2 Agree a house style for strategy documents. Lead: DCS / CLT Delivery by:AD, HoS

Dec 2016 Completed but not embedded.

16.3 As part of the review process, convert existing strategies into the agreed new house style.

Lead: DCS / CLT Delivery by:AD, HoS

Mar 2017 Underway.

16.4 Ensure that all strategies have a named lead officer and a review date.

Lead: DCS / CLT Delivery by:AD, HoS

Mar 2017 Completed


The activities of children’s social care are guided by a coherent range of strategies, supported by SMART action plans and clear review measures.

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Recommendation 17

Minimise the number of changes of allocated social worker. When transfers are necessary, ensure that they are sensitive to the needs of children and carers and that information is effectively exchanged between the outgoing and incoming workers.

Ref Action Who By when Progress

17.1 Revise mechanisms for transferring children’s cases so that when it is necessary it is done sensitively, with children and their families being prepared well. Ensure that there are regular formal discussions between team managers about forthcoming transfers so that there is advance warning and effective planning, with good information exchange including clear transfer summaries.

Lead: HoACP / HoLACDelivery by:TMs, ATMs, SSWs, SWs

Dec 2016 Clear protocols in place for transferring children's cases between teams. Service design under active consideration spring 2017 - need to reduce structural hand-offs.

17.2 Audit the quality of transfers using case files and securing the views of practitioners, managers and children and their families.

Lead: HoS&QADelivery by:Designated auditors

From Oct 2016

Audited as part of routine file audits. Internal challenge as managers are expected to insist on good quality summary before accepting transfer.

17.3 Use audit findings to inform consideration of how and when transfers take place; and in any consideration of organisational structure.

Lead: ADDelivery by:HoACP, HoLAC

Apr 2017 Internal and external assurance exercises indicate structure is working. Greater flexibility introduced. Under continual review.

17.5 Include case transfers in routine performance reporting.

Lead: ADDelivery by: B&PM

Dec 2016 Limited by performance tools and capacity to develop new reports pending new ESCR. Under review and will

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introduce if there is capacity. C/f to new action plan.


Children benefit from sustained relationships with practitioners who, they trust and who know them well and so are able to meet their needs.

When transfers happen, children experience them positively and there is no loss of momentum.

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Recommendation 18

Ensure that all staff have IT equipment that is fit for purpose.


18.1 Review IT needs to identify what equipment staff need to do their job in a mobile and flexible way; and what training they need.

Lead: ADDelivery by: HoICT

Dec 2016 Complete

18.2 Implement the findings of the review. Lead: ADDelivery by: HoICT

Apr 2017 Complete


Staff have good reliable ICT equipment that enables them to work flexibly, keep records up to date and communicate effectively.

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Recommendation 19

Strengthen Solihull’s position as the employer of choice for social workers, social work managers and early help practitioners.


19.1 Review and revise the recruitment strategy. Lead: ERM Dec 2016 See 19.2 and 19.3

19.2 Revise recruitment processes to allow for ‘always-on’ recruitment for social workers and managers and to increase flexibility

Lead: ERM Dec 2016 Implemented December 16.

19.3 Publish a workforce development document that sets out Solihull’s CPD offer and expectations.

Lead: PSW Delivery by: WDL

Sep 2016 Aug 2016: complete

19.4 Work with Frontline to attract high quality candidates.

Lead: ADDelivery by: PSW, ERM

Sep 2016 Sep 2016: confirmation of Frontline partnership. CSWs appointed. Trainees appointed.

19.5 Take steps to encourage high quality agency staff to apply for permanent posts in Solihull.

Lead: AD Delivery by: ERM

Continuing Compass and other measures taken incl. response to IR35. April 2017 – no agency TMs; firm offers made to eight candidates and four reserve offers made. When all start we will be at establishment. Candidates making explicit choice for SMBC.

19.6 Use annual health check, exit interviews and other mechanisms to understand what works and what we need to do to improve recruitment and retention.

Lead: PSW Delivery by: WDL

Nov 2016 These measures reviewed routinely at SMT and DLT.


Solihull attracts high quality applicants with a range of experience to the children’s social care

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workforce.

Solihull retains high quality social workers and managers, and develops talent so that we ‘grow our own’ future managers and leaders.

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1 AD = Assistant Director, Children, Young People and FamiliesB&PM = Business and Performance ManagerCO = Commissioning OfficerDCS = Director of Children’s ServicesERM = Employee Relations ManagerHoACP = Head of Assessment and Child ProtectionHoBC = Head of Business ChangeHoEH = Head of Early HelpHoLAC = Head of Looked After ChildrenHoSQA = Head of Safeguarding and Quality AssuranceIBL = Innovation Bid Lead PSW = Principal Social WorkerWDL = Workforce Development Lead

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