Liverpool Waves of Hope · PDF fileLONDON 78 York Street • London W1H 1DP T: 0207 183 6790 M: ... MCN clients and a series of standard workforce development resources for the MCN

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Plus Dane Group

Liverpool Waves of Hope Multiple Needs Workforce Development Plan September 2017

http://www.amion.co.uk/

Plus Dane Group Liverpool Waves of Hope

Multiple Needs Workforce Development Plan September 2017

Plus Dane Group

Liverpool Waves of Hope


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Signature(s): Name(s): Job Title(s):

Date:

AMION Consulting is the trading name of AMION Consulting Limited Registered Office: Langtons, The Plaza, 100 Old Hall Street, Liverpool L3 9QJ Company No: 3909897 Tel: 0151 227 5563 This document including appendices contains 67 pages Ref: K:\CLIENTS\Plus Dane Housing\LWOH\Deliverables\Plus Dane Group.LWOH - Multiple Needs Workf Dev Plan - final.docx

Liverpool Waves of Hope Multiple Needs Workforce Development Plan

Final Report September 2017

Contents

Executive Summary ................................................................................................................ i

1 Purpose and scope of the plan ........................................................................................ 1

1.1 Introduction .................................................................................................................................. 1

1.2 The multiple needs workforce ...................................................................................................... 2

1.3 Our approach ................................................................................................................................ 3

1.4 Structure of the report .................................................................................................................. 4

2 Context .......................................................................................................................... 5

2.1 Liverpool Waves of Hope .............................................................................................................. 5

2.2 National and local policy ............................................................................................................... 6

2.3 Fulfilling Lives - national and local evaluation .............................................................................. 8

3 Identifying workforce development needs .................................................................... 10

3.1 Multiple needs workforce - competency framework ................................................................. 10

3.2 Existing workforce development activities ................................................................................. 12

3.3 Shaping future provision ............................................................................................................. 17

4 Multiple needs workforce development framework ...................................................... 19

4.1 Vision and strategic objectives ................................................................................................... 19

4.2 Recruitment ................................................................................................................................ 20

4.3 Induction ..................................................................................................................................... 21

4.4 Training and development .......................................................................................................... 22

4.5 Leadership and management ..................................................................................................... 24

4.6 Partnership and collaborative working ....................................................................................... 25

5 Workforce development action plan ............................................................................. 27

5.1 Management and delivery arrangements .................................................................................. 27

5.2 Priorities for action ..................................................................................................................... 28

6 Monitoring and evaluation ........................................................................................... 34

6.1 Programme objectives and targets ............................................................................................. 34

6.2 Monitoring framework................................................................................................................ 34

6.3 Evaluation and measuring impact............................................................................................... 36

7 Delivery recommendations ........................................................................................... 38

7.1 Short and long-term priorities .................................................................................................... 38



7.2 Funding workforce development activity ................................................................................... 40

Appendix A: Workforce competencies framework

Appendix B: Frontline worker job description and person specification template

Appendix C: Multiple Needs Workforce Training Needs Analysis Template Appendix D: Supervision Policy


Multiple Needs Workforce Development Plan Final Report

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Executive Summary The purpose and scope of the plan The Multiple and Complex Needs (MCN) Workforce Development Plan has been prepared for the Liverpool Waves of Hope (LWoH) partnership, in recognition of the key role played by the workforce in effecting system change and improving outcomes for MCN clients across the City. As the workforce will be instrumental to the success of the programme, the implementation of the plan will seek to:

equip practitioners with the right set of skills, knowledge, and confidence to co-ordinate support and deliver flexible services across organisational boundaries. This includes frontline workers, managers and supervisors, and commissioners – all of whom have a role to play in changing service delivery to improve outcomes for the client group;

provide the multiplicity of agencies involved in supporting individuals with MCN with evidence of what works, and the skills needed to offer a consistent/standardised approach to assessing and assisting the client group – i.e. the development of a ‘pool’ of workers who can effectively engage, assess, refer and link clients to appropriate services;

aim to ensure that frontline workers, supervisors and commissioners have the skills and knowledge to look beyond the immediate support needs of clients to understand/identify the root causes of their problems; and

contribute towards the improvement of outcomes for a significant number of individuals1 with complex and multiple needs at risk of continued, and potentially increasing, exclusion.

It should be noted at the outset, that the plan and the activities set out within it, will only be successful if they are relevant and responsive to the needs of service users. It will therefore be imperative that service users are involved in the planning, design and review of activities and proposed workforce development interventions on an ongoing basis. The plan has been designed primarily to assist the LWoH delivery partners2 and agencies within the ‘inner core’ workforce3 in the first instance. This is with a view to engaging partners in the wider workforce (i.e. people who volunteer or work with clients with complex needs for part of the time), over the longer term to promote the sustainability of the programme. Identifying workforce development needs A competency framework has been developed to identify the skills, knowledge and values required by the workforce, based on an assessment of the key functions required to provide intensive support to clients with complex needs through sustained intervention, holistic assessments and utilising partner

1 The ‘Making Every Adult Matter’ (MEAM) group of charities (Clinks, Homeless Link and MIND) estimated that there were up to 1200 individuals in Liverpool facing multiple needs, with approx. 350 experiencing all four needs to be eligible for support from the Fulfilling Lives Programme – i.e. Homelessness, Offending Behaviour, Substance Abuse and Mental Health issues. 2 Riverside Housing, Liverpool YMCA, Whitechapel Centre, Big Life 3 People who work or volunteer with clients with complex needs or are responsible for their outcomes for the majority of the time.



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agencies to build resilience and sustainable change. The four stages of the support cycle and key objectives include:

engagement – work persistently and assertively to engage, communicate and maintain effective relationships with clients with complex needs;

planning – develop and implement outcome focused plans that provide integrated support to clients with multiple and complex needs;

delivery – facilitate and deliver direct support and interventions which improve outcomes for clients with complex needs; and

review - work in partnership with clients and key stakeholders to develop and review outcome focused support plans.

A summary of the range of skills and knowledge required by the workforce is set in Figure ES1

Figure ES1: Summary of the range of skills and knowledge

Evidence gathered from a survey of the LWoH workforce, a small sample of service users and consultations with delivery agencies and key stakeholders highlighted the need for a number of workforce development improvements, among both the LWOH partners and within the wider MCN workforce, particularly in relation to:

recruitment of individuals with the ability and right type of personal values to become ‘good’ key workers;

the need for structured induction, personal review and supervision with ongoing reflective practice;

ENGAGEMENT

DELIVERY

PLANNING

REVIEW and EXIT

• Persistent and proactive approaches to engaging clients• Identifying barriers to engagement and participation and strategies to overcome them• Effective relationship building with service users and maintenance of these relationships• Role of consent in information sharing and making referrals for additional support• Maintaining professional boundaries• Safeguarding (adults and children) policies, procedures, protocols and referral process

• Assessment processes and tools (New Directions, Outcomes Star etc.)• Assessment skills• Motivational interviewing• Communication (listening, language, body language etc.)• Cycle of change• Information sharing protocols• Goal planning – realistic / SMART• Capacity building

• Modelling professional boundaries• Range of services, networks and community resources available locally and how to access them (multi-agency

referral processes and pathways)• Life skills development• Specific skills: Housing options; Training and employment opportunities; Benefits• Resilience – confidence building techniques and approaches• Partnership working – engaging other agencies

• Supervision (4x4x4 model of supervision)• Practice networks (including action learning sets, peer support and networking)• Reflective practice • Monitoring and review• Risk management• Exit planning

Relapse

SA

FE

GU

AR

DIN

G



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training and support that will equip the workforce with the right skills, competencies, knowledge and confidence to assist people with MCN;

common assessments and procedures for supporting MCN clients (and staff delivering the support);

a bespoke training programme for Liverpool practitioners – with practical training focused on the specific needs of the client group that promotes shared learning through different expertise within partner agencies - to be delivered alongside specialist training and existing provision within partner agencies (for example, training delivered by statutory agencies);

improved communications, information sharing and a mechanism for disseminating best practice and ‘delivery tips’ particularly among frontline workers;

leadership, supervision and partnership skills – including appropriate skills for commissioning and the ongoing assessment of support services to ensure they remain relevant for the client group; and

more effective collaboration and joined up working – for example, sharing intelligence, case management, pooling resources and joint commissioning.

Vision and strategic objectives The partnership’s vision for the workforce is ‘to develop a multiple needs workforce which takes a person-centred approach based on the assumption that a person can improve their own circumstances with the right support and which delivers better co-ordination and improved integration between those commissioning and delivering services to people with multiple needs.’ To achieve this vision, five strategic objectives have been identified to guide the workforce development activities, as set out below. As referred to earlier, activities will need to be informed by service users on an ongoing basis to ensure that they remain relevant and responsive to equipping the workforce with the skills needed to assist the client group.

SO1: Recruitment - to recruit and retain staff with the right set of skills, knowledge and attributes that will enable them to deliver support that is tailored to addressing the multiple and complex needs of the client group.

SO2: Induction – to ensure that people joining the workforce fully understand their roles and are equipped with knowledge of the local context in which they will be operating – including aims, objectives, procedures and standards.

SO3: Training and development – to identify skills needs and facilitate access to a range of appropriate, high quality training and development opportunities that will enable key workers and supervisory staff to carry out their roles with confidence, to further develop their capabilities and to assist staff retention.

SO4: Leadership and management – to develop the leadership and management capabilities of key staff with supervisory responsibilities within partner agencies, in order that they have the



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appropriate skills to support key frontline workers and to ensure the provision of effective support services.

SO5: Partnership working - to ensure a consistent approach to the planning and delivery of services for individuals with MCN across all relevant agencies – to facilitate appropriate referrals and joined up working to improve outcomes.

Priorities for action

A range of short-term actions have been identified, focused on changing working practices among the LWoH delivery partners and agencies within the inner core workforce. They include recommendations for the Core Partnership Group, a nominated Strategic Lead and action required by the delivery partners as set out below:

Core Partnership Group to:

appoint or nominate a dedicated strategic lead to drive forward the implementation of the plan;

agree that a psychological approach should be adopted by all LWoH delivery partners in the City, and preferably those within the inner core of agencies working with MCN clients on a daily basis, as basic good practice;

Strategic Lead to:

develop a common approach to recruitment and induction for use by all agencies working with MCN clients and a series of standard workforce development resources for the MCN workforce;

commission a tailored/bespoke MCN training programme for practitioners in Liverpool that can be accessed by all agencies working within the City – to supplement specialist and partnership training already being delivered;

prepare and ensure implementation of a formal supervision policy – approach, frequency and model as well as roles and responsibilities of supervisor and supervisee;

broker better linkages with Liverpool City Council Workforce Development Programme (joint learning/training) and the Early Help Hubs to share best practice;

improve communications among partner agencies, by establishing mechanisms for sharing best practice, learning, and networking among front line staff;

Delivery partners to:

carry out individual TNA - for all LWOH staff in the first instance - to inform planning and future training provision and reviews of personal development plans on an ongoing basis;

adopt the new recruitment and induction procedures for new vacancies arising on the programme;

ensure that senior managers and service managers have PIE management skills and in-house provision of support to apply psychological models (e.g. CAT) and other elements of the framework such as the reflective practice; and



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sign up to a workforce development protocol or MOU, which will specify how they will work jointly with partner agencies to promote more consistent workforce development activities for the individuals within the MCN workforce. This will include shared learning, mentoring, work shadowing, networking, a common assessment process, joint induction and training.

Contribution to programme targets

Monitoring and evaluating the activities within the workforce development plan will be particularly important in ensuring that the skills, training and organisational support being delivered for frontline key workers, managers and commissioners - both internally and externally - is effective, remains fit for purpose, and is, where necessary, adapted to ensure the continuous development of the workforce.

Successful implementation of the plan will develop a workforce that has the capacity to impact all four of the LWoH project aims, to:

assist service users to achieve better and more sustainable personal outcomes including better housing, health and well-being, learning and employment outcomes;

deliver truly flexible and person-centred services that will promote and support recovery and genuinely driven by the views and experiences of service users;

be cohesive and fully integrated so that there are no wrong doors for people to access the support that they need; and

provide robust evidence that informs and shapes strategic planning, commissioning and delivery at a local and national level.

However, ultimately, the effectiveness of the skills training and support will be measured by the improved impacts and outcomes for service users and the extent to which service users have moved towards and/or achieved better housing, health and wellbeing, learning and employment outcomes – which will remain subject to evaluation throughout the lifetime of the programme.



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1 Purpose and scope of the plan

1.1 Introduction

This Multiple Needs Workforce Development Plan has been prepared by AMION Consulting for the Liverpool Waves of Hope (LWOH) Partnership, which is currently delivering a programme of support for people with multiple and complex needs as part of the Big Lottery’s Fulfilling Lives Initiative. It was commissioned by Plus Dane as the accountable body for the project, in order to provide a unified and systematic approach to skills and learning for the multiple needs workforce in Liverpool, and is a central element of what LWOH is aiming to achieve with regard to systems change. The workforce development activities contained within the plan aim to support both the staff employed by the partners delivering the project in the short to medium term and other statutory and non-statutory agencies who are, and will continue to be responsible for designing and delivering better co-ordinated services for people with multiple needs beyond the LWOH programme in June 2019.

As the workforce is instrumental to the success of the programme and meeting the objectives set at the start of the project, improving the workforce through the implementation of a development plan, has been identified as a key priority by the LWOH core partnership group, the Fulfilling Lives national evaluators (CFE), the Systems Change Action Network (SCAN) Group – a network of senior individuals from each of the 12 Fulfilling Lives Programmes, and the local programme evaluators (Ipsos MORI). Implementation of the plan will:

equip practitioners with the right set of skills, knowledge, and confidence to co-ordinate support and deliver flexible services across organisational boundaries. This includes frontline workers, managers and supervisors, and commissioners – all of whom have a role to play in changing service delivery to improve outcomes for the client group;

provide the multiplicity of agencies involved in supporting individuals with MCN with evidence of what works, and the skills needed to offer a consistent/standardised approach to assessing and assisting the client group – i.e. the development of a ‘pool’ of workers who can effectively engage, assess, refer and link clients to appropriate services;

aim to ensure that frontline workers, supervisors and commissioners have the skills and knowledge to look beyond the immediate support needs of clients to understand/identify the root causes of their problems (by adopting a psychological approach); and

contribute towards the improvement of outcomes for a significant number of individuals4 with complex and multiple needs at risk of continued, and potentially increasing, exclusion.

4 The ‘Making Every Adult Matter’ (MEAM) group of charities (Clinks, Homeless Link and MIND) estimated that there were up to 1200

individuals in Liverpool facing multiple needs, with approx. 350 experiencing all four needs to be eligible for support from the Fulfilling Lives Programme – i.e. Homelessness, Offending Behaviour, Substance Abuse and Mental Health issues.



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1.2 The multiple needs workforce

There are a range of agencies in the public, private and community and voluntary sector who work (either employed or on a voluntary basis) with individuals who have complex and multiple needs. For the purposes of this plan we have attempted to identify:

an inner ‘core’ workforce – people who work or volunteer with clients with complex needs or are responsible for their outcomes for the majority of the time. This group will require access to bespoke Liverpool training as well as access to more formal specialised training; and

the wider workforce – people who volunteer with clients with complex needs for part of the time and who need to have access to training to support their involvement.

In addition to the LWOH project staff, that have been directly employed to deliver the programme, the inner core and wider group of partner agencies that are responsible for supporting the client group are shown in Figure 1 below. It is difficult to estimate the number of staff involved, as standard datasets such as the Business Register and Employment Survey published by the Office for National Statistics (ONS) for example do not disaggregate data to a sufficiently fine-grained level, however it is worth noting that the numbers involved are likely to be significant. Almost one fifth of the entire workforce in Liverpool are employed in human health and social work activities (c. 44,000 people) compared with 12.5% nationally, and a further 16,000 are employed in public administration, defence and compulsory social security. Of those employed in health and social work, 250 individuals provide residential care activities for people with learning difficulties, mental health and substance abuse and a further 6,000 are employed in other social work activities without accommodation.

Figure 1.1: The MCN Workforce

Criminal Justice

Housing Education & Employment

CommunityHealth & Social Care

• Public Protection• Courts• Police• NACRO

• Private landlords • Registered Providers

• Dentists• Chemists• Public Health• Commissioners• GP (inc.

receptionists)• Adult & Children’s

Social Cares

• DWP• Wider education

services• Benefits Team

• Food banks • Credit Unions• LCVS

• Probation• CRC• Prison Service

• Health Workers• Outreach workers• Support workers

• Community Health Services

• Drug & Alcohol Services

• Ambulance Service• Family Services

• Floating Support Workers

• Hostel Workers

• Foyer Staff• Housing Officers• Shelters• Day Centres• Street

Outreach• LA Housing Teams

• Work Programme Providers

• JCP

• Peer Mentors• Volunteers• Drug & Alcohol

Support Mental Health Support

• CAB• Domestic Abuse• Food banks• Faith groups

WIDER PARTNER

AGENCIES

INNERCORE

WORKFORCE

Liverpool Waves of Hope delivery partners



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1.3 Our approach

The methodology we have used in preparing this workforce development plan has comprised:

a desk based review of the background material for the LWOH programme to gather an understanding of:

the context for the programme and key policy drivers at a national and local level;

the work carried out at an organisational level – including the lottery bid, annual reports, service specifications and key performance indicators (KPIs), and local evaluation reports (prepared by IPSOS Mori); and

the individual roles and responsibilities of the workforce – from the job descriptions, person specifications, and training plans in place;

a focus group with frontline staff to identify the key attributes and personal values required to make a ‘good’ key worker; views on performance to date and barriers to success, training and the quality of provision, and future workforce development needs and the most appropriate method of meeting them;

one to one consultations with the LWOH delivery agencies and other key stakeholders providing support for the client group;

a survey of the LWOH workforce (both employees and peer mentors), a small group of service users and other partner agencies;

scoping the functions required to deliver support at the four key stages of the complex needs support cycle – as described in Figure 1.2 below – and reviewing the skills, knowledge and competencies required to deliver each function (skills framework);

Figure 1.2: The Complex Needs Support Cycle

1. Engagement:

secure consent to

participation

2. Planning: triage,

assessment and referral

3. Delivery: integrated

services and provide direct

support to client

4. Review:progress and exit planning

Complex Needs Support Cycle

Needs not met

‘MOVE ON”



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development of a strategic framework and action plan for addressing the priorities identified through the research;

a workshop to discuss emerging findings with the delivery agencies and other key stakeholders and a presentation to the LWoH Core Strategy Group; and

preparation of workforce development tools to guide future planning and review. These include templates for a frontline worker job description and person specification; training needs analysis; a recruitment and assessment day; monitoring and evaluation (workforce survey questionnaire) and a supervision policy.

1.4 Structure of the report

The remainder of this report is set out in the following sections:

Section 3 – describes the context for the fulfilling lives programme and how the Liverpool programme has the potential to contribute to a number of policy objectives and priorities at both the local and national level;

Section 4 – presents feedback from the LWOH workforce development survey, a summary of the type of training carried out to date, and key issues that need to be addressed by the plan;

Section 5 – sets out a framework for delivering the workforce development activities, priorities for action;

Section 6 – includes details for managing and delivering the workforce development plan;

Section 7 – outlines plans for monitoring and evaluating implementation of the plan; and

Section 8 – presents our recommendations for delivery.



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2 Context

2.1 Liverpool Waves of Hope

The LWoH project was approved by the Big Lottery Fund in September 2014 and awarded £10m to ‘transform the landscape for people with multiple and complex needs including homelessness, reoffending, substance misuse and mental ill-health in Liverpool’ over a five-year period.

The project aims to:

assist service users to achieve better and more sustainable personal outcomes including better housing, health and well-being, learning and employment outcomes;

deliver truly flexible and person-centred services that will promote and support recovery and genuinely driven by the views and experiences of service users;

be cohesive and fully integrated so that there are no wrong doors for people to access the support that they need; and

provide robust evidence that informs and shapes strategic planning, commissioning and delivery at a local and national level.

There are five core elements within the project, delivered by different agencies, and a multi-agency Core Strategy Group (CSG)5 that steers the implementation and monitoring of the programme. They include:

Intensive support service – Riverside Housing

Accommodation based service – Liverpool YMCA

Peer mentor service – Whitechapel centre

New beginnings – Whitechapel centre

Independent user engagement service – Big Life Co

The approach to delivering real and lasting change for people with multiple and complex needs has been guided by the MEAM approach, which sets out a number of steps to assist local areas in designing and delivering better co-ordinated services for people with multiple needs. These include partnership and audit; consistency in client identification; co-ordination for clients and services; flexible responses for services; service improvement and gap filling; measuring success and sustainability and systems change.

5 CSG partners include Liverpool City Council (LCC), Liverpool Clinical Commissioning Group (CCG), Merseycare NHS Trust, The Whitechapel

Centre, Liverpool YMCA, Riverside Housing, The Community Rehabilitation Company, LCVS, Business in the Community, IPSOS Mori, Big Voice and Transforming Choice.



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The project is now in its fourth year of delivery and is being evaluated on an ongoing basis by IPSOS Mori. It is being delivered over a five-year period, unlike the other Fulfilling Lives Programmes which will last seven to eight years, with completion by June 2019.

2.2 National and local policy

Successive governments have sought and largely failed to tackle the ‘root causes’ of economic and social disadvantage for individuals, as responses have often been delivered by agencies in isolation – based on a thematic, silo mentality. There have therefore, been limited opportunities to deliver co-ordinated, preventative support for individuals (and families) experiencing multiple and complex problems – i.e. focused on early help before problems become entrenched.

While newer ways of working and approaches (see below) have emerged in recent years, focused on assisting multiple problems and joined up delivery, as set out below, local interventions such as Family Intervention Projects (FIPs) and the Fulfilling Lives Programme run the risk of becoming ‘substitutes’ for statutory services, rather than providing additionality, particularly given the current public sector funding climate and cuts to local government spending.

Troubled Families Programme (see also: Reaching Out: Think Family, Cabinet Office 2007; Working with Troubled Families, DCLG, 2012; Supporting Disadvantaged Families: Troubled Families Programme 2015-20, DCLG 2017; Troubled Families: early help – service transformation and maturity model, DCLG 2017 - investigate a new approach to helping families with multiple problems’.

Social Justice Strategy: Transforming Lives Social: DWP (2012) – set out a number of new policy approaches to homelessness, offender rehabilitation, drug and alcohol dependency, mental health, health inequalities and financial exclusion and problem debt; recognising that these are often interrelated and mutually reinforcing, and that support from different organisations needs to be joined-up, to tackle the root causes of a person’s problems, and to be sustained over the long-term.

‘Severe mental illness and substance misuse (dual diagnosis) – community health and social care services’ (November 2016): NICE Guidance provides a series of detailed recommendations around areas such as first contact with services, multi-agency assessments, partnership working and maintaining contact with service users

Making Every Adult Matter Approach (MEAM) – to help local areas to deliver better, more co-ordinated services for people with multiple needs

Identifying how partner agencies can work more effectively together to join-up limited resources, is a key priority set out within the current LWoH programme. Developing a ‘pool’ of skilled workers (across the inner core of the multiple and complex needs workforce) who can effectively engage, assess and link clients to a range of services will be critical to securing the sustainability of the Waves of Hope model going forward.



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While the LWoH seeks to build on the more successful, multi-agency approaches to tackling complex and multiple needs outlined above, if successful, the programme has the capacity to contribute to a range of government policy objectives related to substance misuse, offending, mental health and homelessness as set out in Table 2.1 below.

At a local level, the project is also aligned with the priorities of/in:

Innovation Network – a group of Liverpool commissioners, service providers, user led organisations, creatives and technologists who have come together to unlock some of the big challenges facing the delivery of quality health and social care services in times of austerity;

Joint Strategic Needs Assessment – including detailed Health Need Assessments on homelessness, alcohol, mental health and substance misuse;

Health and Wellbeing Strategy (2014-19) – vision: a fairer, healthier, happier Liverpool; and

Early Help Strategy and Early Help Hubs – the city’s approach to working with complex families through a common assessment (the Early Help Assessment Tool) and the emergence of multi-agency early help hubs based in the North, South and Centre of the city.

Table 2.1: National government policy and strategies for addressing complex needs

Substance Misuse

Alcohol Strategy: HM Government (2012) – sets out proposals to cut out binge drinking, alcohol fuelled violence and the number of people drinking to damaging levels

Drugs, new psychoactive substances and prescription drugs: UK Parliament (2014) – A Command Paper published in response to the Home Affairs Select Committee’s report

DWP Employment outcomes of drug or alcohol addiction and obesity: Dame Carol Black Review (2016) – an independent review looking into the impact on employment outcomes of drug or alcohol addiction, and obesity

Preventing Drug Use: NICE (2014) – focused on preventing drug use, minimising the harm caused by drugs and helping people to stop taking them

Drug Strategy: HM Government (2010) – structured around reducing demand, restricting supply and building recovery in communities

Offending Breaking the Cycle: Ministry of Justice (2010) – recognised that a significant proportion of crime is committed by offenders who have multiple problems and that to turn this around, and to support people to break the cycle of offending at the earliest opportunity, access to support services that tackle ‘all’ of their problems are required to successfully reintegrate offenders back into their families and their communities

Prisoners Childhood and Family Backgrounds: Ministry of Justice (2012) – looks at the past and present family circumstances of 1,435 newly sentenced prisoners and examines their childhood and family background, their current relationships, and associations between background/family characteristics and reoffending

Resettlement Provision for Adult Offenders: HM Inspectorate of Prisons (2014) – a review of



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accommodation, education, training and employment provision for adult offenders

Mental Health

No Health without Mental Health (2011) – identified new localised methods of commissioning and delivery of services to ensure that mental health conditions were not addressed in isolation but as a part of the wider issues facing an individual or family. In addition, the strategy recognised the importance of improving the early identification of mental health issues in offenders by health and criminal justice agencies.

Closing the Gap: Priorities for essential change in mental health (2014) – identified 25 priorities for action around the following themes: increasing access to mental health services; integrating physical and mental health care; starting early to promote mental wellbeing and prevent mental health problems; and improving the quality of life for people with mental health problems

Achieving Better Access to Mental Health Services by 2020: Department of Health (2014) – a strategy to achieve parity of esteem between mental and physical health services, setting out waiting time standards and plans to provide better access to mental health

Mental Health Taskforce (formed in March 2015) – created a 5 year forward view for Mental Health for the NHS in England and was published in February 2016

Homelessness Vision to end rough sleeping: no second night out nationwide (2011) – established a series of measures aimed at tackling the most visible, critical manifestation of homelessness by rapidly identifying, assessing and supporting new rough sleepers before they become habituated to rough sleeping; giving homeless people early access to the Work Programme to move them back into employment; and helping local authorities and the voluntary sector take steps to prevent individuals becoming homeless through a £400 million Preventing Homelessness Grant

Making every contact count: a joint approach to preventing homelessness: DCLG (2012) – aim is to make sure that every contact local agencies make with vulnerable people and families really counts through: tackling troubled childhoods and adolescence; improving health; reducing involvement in crime; improving skills, employment and financial advice; and pioneering social funding for homelessness

2.3 Fulfilling Lives - national and local evaluation

As the workforce is pivotal to driving change at all levels from frontline to commissioning, workforce development has been identified as a key priority by both sets of evaluators working on the Fulfilling Lives Programme, the national evaluators (CFE) and the local evaluators IPSOS Mori.

At a national level, in the chapter ‘Working the Frontline’ of the 2016 evaluation of the programme, the following key points were identified:

the key role of staff on the frontline is to engage chronically excluded individuals – this will take time and will require skills to build trust and confidence;

staff also have a vital role to play in highlighting and tracking system failures as they encounter the dead ends and obstacles of the current system;

key areas of work for frontline staff will require knowledge and skills around risk assessment, keeping up-to-date records, creating action plans and recording outcomes;



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key qualities required include - being persistent; adopting a flexible and spontaneous approach; being able to build a personal relationship based on trust; understanding not lecturing; being open minded and non-judgmental; and

key tasks required include - building personal networks with key partners to develop relationships with staff; promoting the service and what it offers and how it can complement existing services; communicating with all agencies involved with the beneficiary; attending multi-agency meetings and challenging the status quo when required.

At a local level, the evaluators have highlighted that:

service users value the persistent and tenacious approach taken by staff which has been seen as an enabling factor in supporting service users to make positive changes;

service users value the holistic approach offered by Waves of Hope whereby frontline staff offer a range of advice, direct support and guidance;

better linkages are needed with partner agencies;

the workforce need an increased knowledge of the services available locally;

the workforce need to be supported to improve their assessment skills as support plans were often seen as being too open ended or vague;

staff need to be supported around maintaining professional boundaries to ensure that staff are being ‘friendly but not a friend’;

systems need to be put in place across Liverpool Waves of Hope to enable more effective partnership working;

a decision is needed in relation to adopting an agreed psychologically informed approach, such as CAT, for all staff;

it was not clear, across the partnership, who was responsible for delivering and monitoring the 2016 Workforce Development Plan, and that to be even more effective, that this plan should link into city-wide workforce development activities;

there was limited shared learning and best practice across the partners but that this could be supported by developing a series of Communities of practice (COP); and

communication remains an issue across the Waves of Hope partnership.

The key findings from both the national and local evaluators have been used, in conjunction with feedback from the surveys and consultations with key stakeholders in developing the recommendations for action set out in section 6 of this report.



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3 Identifying workforce development needs

3.1 Multiple needs workforce - competency framework

3.1.1 Mapping the key functions

Using the evidence gathered through the desk based research, the review of workforce development needs started with an analysis of the key functions required to deliver the four stages of the support cycle for people with complex needs, described earlier in Figure 1.1 and also in Figure 3.1 below. While many requirements are common, some of the skills, knowledge and aptitudes required vary according to the different stages. A functional map or competency framework, describing each of the functions – engagement, planning, delivery and review – in more detail is contained within Appendix A.

Figure 3.1: Functions required to deliver support for people with complex needs

3.1.2 Identifying the skills, knowledge and values required by the workforce

The competency framework also outlines the skills and knowledge required by the workforce to fulfill each of the functions. It should be noted that not all of the MCN workforce will be involved in delivering all aspects of the support cycle to individuals as part of their job role. A high-level summary of the skills and knowledge are presented in Figure 3.2 below.

Overall objective:Provide intensive support to clients with complex needs through sustained intervention, holistic assessments and

utilising partner agencies to build resilience and sustainable change

Function A: Engagement

Function C: Delivery

Function D: Review

Work persistently and assertively to

engage, communicate and maintain effective relationships with

clients with complex needs

Facilitate and deliver direct support and

interventions which improve outcomes for clients with

complex needs

Work in partnership with

clients and partners to

develop and review outcome focused support

plans

Function B: Planning

Safeguard clients with multiple and complex needs Develop and maintain professional competence

Principle A:Safeguarding

Principle B:Excellence

Develop and implement

outcome focused plans that provide integrated support

to clients with multiple and

complex needs



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Figure 3.2: Skills and knowledge required by the workforce

Staff need to be able to provide support across a diverse range of needs. In the case of those involved in direct delivery, this can be classified under three broad headings – emotional, practical and financial as shown in Figure 3.3 below which also summarises some examples of the types of activities that workers will be involved in delivering.

Figure 3.3: How and what support is delivered for people with complex needs

ENGAGEMENT

DELIVERY

PLANNING

REVIEW and EXIT

• Persistent and proactive approaches to engaging clients• Identifying barriers to engagement and participation and strategies to overcome them• Effective relationship building with service users and maintenance of these relationships• Role of consent in information sharing and making referrals for additional support• Maintaining professional boundaries• Safeguarding (adults and children) policies, procedures, protocols and referral process

• Assessment processes and tools (New Directions, Outcomes Star etc.)• Assessment skills• Motivational interviewing• Communication (listening, language, body language etc.)• Cycle of change• Information sharing protocols• Goal planning – realistic / SMART• Capacity building

• Modelling professional boundaries• Range of services, networks and community resources available locally and how to access them (multi-agency

referral processes and pathways)• Life skills development• Specific skills: Housing options; Training and employment opportunities; Benefits• Resilience – confidence building techniques and approaches• Partnership working – engaging other agencies

• Supervision (4x4x4 model of supervision)• Practice networks (including action learning sets, peer support and networking)• Reflective practice • Monitoring and review• Risk management• Exit planning

Relapse

SA

FE

GU

AR

DIN

G

ENGAGEMENT / PLANNING REVIEW / EXIT

DELIVERY:DIRECT SUPPORT

(provided at 3 levels)

1. EMOTIONAL:• Home visits, trips, phone

calls, someone to talk to etc.

• Counselling e.g. CAT to look at the way the client things, feels and acts and the events / relationships that underlie these experiences

• Anger management, conflict resolution)

• Positive, meaningful conversations

• Listening, talking, dealing with disclosures, discussions, reflection

• Positive reinforcement, reflect on short and long-term goals

2. PRACTICAL:• Arranging temporary

accommodation and understanding tenancy agreements

• Domestic management (moving house)

• Providing leisure activities – building self-esteem and confidence and widening social networks and experiences

• Making agencies aware of issues

• Re-engaging with agencies• Supporting relationships

with agencies• Referrals for specialist

support• Life skills - cooking, laundry

3. FINANCIAL:• Take up of benefits• Debts / bills• Weekly shopping• Budget management• Purchase of essential items

(clothes / household / furniture)

• Travel• Employment, education

and training opportunities• Volunteering



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In addition to skills and knowledge, feedback from the focus group and discussions with key stakeholders and partner agencies highlighted the need to recruit a workforce with the right set of values for working with the client group – required by all staff – frontline workers, supervisors and managers and commissioning agencies. Action is now needed, as set out later in section 6, to align current work roles with the functions, skills and knowledge set out in Appendix A. This will require the completion of individual training needs analysis to assess how the LWoH workforce matches up to what is required, and in doing so, highlight areas or gaps in provision that need to be filled. A high-level assessment of existing workforce development activities, at the organisational level was carried out through the workforce development survey as described in the next section, but this was not a comprehensive audit of individual roles.

Table 3.1: Personal values required by the MCN workforce

Empathy Responsive Open Consistent

Discretion Resilience Doing with and not for Honest

Assertiveness Flexibility Tenacity Respectful

Persistence Spontaneity Self aware Emotional intelligence

Diplomacy Trustworthiness Innovative Prepared to go the extra mile

Challenging Non-judgmental Creative

3.2 Existing workforce development activities

This section provides feedback from the workforce development survey and consultations with the key delivery agencies and stakeholder organisations. This primary research was carried out to understand what workforce development activities are already being supported by the partners involved in delivering the programme, and the extent to which there are gaps in provision at the organisational level and unmet development needs. The survey was completed by 36 respondents in total, the majority of which were paid employees, however a small sample of peer mentors - who work on a voluntary basis - did also complete the survey.

A summary of the feedback is considered under four headings which broadly reflect the ways in which support needs are influenced i.e.

the availability and quality of relevant training support;

organisational support – both horizontal and vertical;

an appropriate definition of roles; and

collaborative working across the partnership.



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3.2.1 Training and Development

Among the four agencies delivering the programme, the level and type of training that employees have accessed, differs significantly. This is primarily related to the inclusion of a specific training budget within the design and delivery specification of one organisation. However, since the start of the programme, the central co-ordinating team led by Plus Dane, have provided additional resources to supplement and fill gaps in training provision across all agencies, in the absence of funding from internal training budgets. For example, the team have funded the two-day Cognitive Analytical Therapy (CAT) training course, Trauma Informed Care (TIC) and Domestic Violence training for the majority of staff working across the agencies where this was appropriate. However, the lack of a consistent approach has had a knock-on impact on the delivery of support, as it has led to perceptions of inequality among some staff partly resulting in low staff morale. The types of training accessed by the team, collectively, are shown in Table 3.2 below.

Table 3.2: Training courses accessed by the LWoH team

CAT Training Professional Boundaries Mental Health/Emergency First Aid

Introduction to CAT (2 day) Conflict Resolution/diffusion of violence Needles and Sharps awareness

Trauma Informed Care Safeguarding Health and Social Care

Reflective Practice Health and Safety Coaching for positive change

Domestic Abuse/Violence Fire Safety E-learning In House

A summary of the feedback from respondents’ highlights:

82% of survey respondents have been supported to attend training programmes

66% believed training has helped them to do their job more effectively

the form and scope of individual training plans varies by organisation – common review processes need to be established in line with a supervisory policy which sets out the roles and responsibilities of both parties.

training varies in quality, but on the whole respondents found it effective (85%)

adequate notice of training needs to be provided, as part of a structured plan vs ad hoc. It also needs to be timed in such a way that training can be put into practice back in the workplace, before the next set of training begins.

Specific gaps identified include:

General training covering multiple needs

Legislative frameworks e.g. Mental Health Act; Care Act; DOLS.

CAT



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Personality disorders

Social care training

Substance misuse

Mental Health

Benefits advice

In addition, some staff also stated that they needed additional ICT skills (e.g. excel/data analysis) and report writing skills.

3.2.2 Organisational support

Analysis of the individual survey responses highlighted different management and supervisory approaches across provider organisations. For example:

only 50% of respondents said they were satisfied with the support they receive from their managers and a similar number believe communication between senior management and staff is ineffective;

40% of staff reported not having regular meetings to discuss performance;

while 70% are able to make suggestions, a number reported that there is limited feedback and lack of certainty as to whether they are acted on – which has implications for service change moving forward; and

approximately 50% of all staff do not think that their organisation understands what is required to deliver their role or how it affects them personally. On the flipside, 70% reported that they did think their role was valued.

Two further key issues were raised in relation to organisational support, including:

0%

10%

20%

30%

40%

50%

60%

The training I have receivedin the last 12 months hasenabled me to do my job

more effectively

I am supported to attend allappropriate training

programmes

My learning anddevelopment needs are

regularly reviewed by mymanager and I have

opportunities to discuss thisat supervision meetings

Training and Development

Strongly agree Agree Disagree Strongly disagree



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insufficient time to deliver services to clients – resulting from caseloads and time devoted to administration; and

a clear need to provide emotional and other support to frontline staff. Measures that are currently being implemented that enable staff to ‘offload’ and share experiences are having a positive impact, for example, reflective practice, and clinical supervision.

The following suggestions were made with regard to improving organisational support:

smaller caseloads and shared caseloads;

additional administrative support;

buddy scheme;

long term reflective practice;

greater support in challenging other services – particularly statutory agencies;

leadership and more proactive managers;

challenging poor performance e.g. absence management.

3.2.3 Individual roles and responsibilities

In terms of individual roles & responsibilities, the feedback provided by employees was largely positive and the vast majority of staff (which ranged from 83-97%) agreed that they are aware of their work responsibilities and priorities.

However, a third of all staff reported not being able to do their job to a standard that they were pleased with and 46% said that they struggle with managing their time. For example, a number of respondents reported that:

‘tier 2’ clients are requiring ‘crisis’ support on a daily basis, putting pressure on the 8-10 clients that the support workers have on their caseloads;

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

The team I work

in/manage often

meets to discuss the

team's effect iveness

I am able to make

suggestions to

improve the work of

my team/department

The team I work

in/manage learns

from what works well

and what does not

My role i s valued

within my

organisation

My organisation

understands what is

required to del iver

my role and supports

me effectively

My organisation

understands how

staff are personally

affected by working

with the client group

I am satisfied with

the support I get

from my

manager/supervisor

Communication

between senior

management and

staff is effective

Organisational Support

Strongly Agree Agree Disagree Strongly Disagree



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client caseloads can inhibit the provision of the intense support required by the client group and 5-6 would be more realistic;

other more innovative delivery options should be explored – including the use of rotas, a small number of staff on call, shared caseloads, management on call;

When asked about the most important skills required to deliver their job roles - communication and listening skills; knowledge of services; and lived experience were among the most commonly cited. While engagement of clients and access to suitable accommodation were among the biggest barriers for the client group.

3.2.4 Partnership working and collaboration

Among the LWOH partners, many staff reported that there is a very good level of understanding of what each agency is delivering and there is a high level of collaborative working with other delivery partners (82%), however over half of the staff reported that they do not feel part of the programme and only 50% of staff think communication among the LWOH partners is effective.

Many respondents reported that relationships with statutory services are quite weak as a result of public sector funding cuts impacting provision, making co-working ‘impossible’, particularly with social services and mental health service providers. A number reported there was still an ‘us and them’ mentality with regard to the LWOH programme and existing agencies delivering support for clients with complex and multiple needs. However, a number also reported that joint working was difficult as ‘staff working for partner agencies don’t have the required skills, attitude and attendance levels to do their jobs effectively’

0%

10%

20%

30%

40%

50%

60%

70%

I always know whatmy work

responsibilities are

I always know whatmy work priorities

are

I am able to do myjob to a standard I

am personallypleased with

I am able to meet allthe conflicting

demands on my timeat work

Individual roles and responsibilities

Strongly agree Agree Disagree Strongly disagree



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When asked about improving partnership working, the following responses were provided:

increased use of mainstay - updated regularly by all partners

promotion and attendance at the service user hub – as this may provide a mechanism for greater information sharing

consistent psychological approach to managing the client group

better networking among key workers and frontline staff to share learning – across all agencies

‘Job swaps/ and shadowing’

improved communication and the delivery of up to date information – for example, knowledge of how to access some statutory services – i.e. the pathways related to Mental Health provision

MOU among partners working with MCN clients

intervention by the managing agency

tailored multi-agency training programme to embed consistency across agencies.

3.3 Shaping future provision

The evidence gathered from the LWOH workforce development survey, the small sample of service users and consultations with the delivery agencies and key stakeholders has highlighted the need for a number of workforce development improvements, among both the LWOH partners and within the wider MCN workforce. The framework for the provision of support will in particular, need to encompass the following:

recruitment of individuals with the ability and right type of personal values to become a ‘good’ key worker;

structured induction, personal review and supervision with ongoing reflective practice;

0.010.020.030.040.050.060.070.080.0

I feel part of thewider LiverpoolWaves of Hope

Programme

I understandwhat the otherelements of theLiverpool Wavesof Hope deliver

My team workscollaboratively

with otherdelivery partners

Communicationamong the

LWOH partnersis effective

Multi-agencytraining andworkforce

developmentplans are in place

Collaborative Working

Strongly Agree Agree Disagree Strongly Disagree



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training and support that will equip the workforce with the right skills, competencies, knowledge and confidence to assist people with MCN;

common assessments and procedures for supporting MCN clients (and staff delivering the support);

a bespoke training programme for Liverpool practitioners – with practical training focused on the specific needs of the client group that promotes shared learning through different expertise within partner agencies - to be delivered alongside specialist training and existing provision within partner agencies (for example, training delivered by statutory agencies);

improved communications, information sharing and a mechanism for disseminating best practice and ‘delivery tips’ particularly among frontline workers;

leadership, supervision and partnership skills – including appropriate skills for commissioning and the ongoing assessment of support services to ensure they remain relevant for the client group; and

more effective collaboration and joined up working – for example, sharing intelligence, case management, pooling resources and joint commissioning.



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4 Multiple needs workforce development framework

4.1 Vision and strategic objectives

4.1.1 Vision

The Liverpool Waves of Hope Partnership considers workforce development to be pivotal in enabling the project to achieve its stated aims and objectives and to deliver a lasting legacy for the City. The project’s vision for the multiple needs workforce in Liverpool is shown in Figure 4.1 below. Figure 4.1: Multiple needs skills framework

4.1.2 Strategic objectives

The vision will be achieved by supporting a range of actions under each of the strategic priorities identified below. Involving service users at each stage, in the design, delivery and review of the action plan will ensure that the workforce development activities are relevant to improving the skills, knowledge and experience of the key agencies delivering support for the client group. This will in turn improve the co-ordination of services and outcomes for the individuals with multiple needs. Five strategic objectives have been identified to guide the activities within the workforce development plan:

Recruitment InductionLeadership

and management

Partnership working

Training and development

Strategic Priorities

To develop a multiple needs workforce which takes a person centred approach based on the assumption that a person can improve their own circumstances with the right support and which delivers better co-ordination and

improved integration between those commissioning and delivering services to people with multiple needs

VISION

Service user involvement



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SO1: Recruitment - to recruit and retain staff with the right set of skills, knowledge and attributes that will enable them to deliver support that is tailored to addressing the multiple and complex needs of the client group.

SO2: Induction – to ensure that people joining the workforce fully understand their roles and are equipped with knowledge of the local context in which they will be operating – including aims, objectives, procedures and standards.

SO3: Training and development – to identify skills needs and facilitate access to a range of appropriate, high quality training and development opportunities that will enable key workers and supervisory staff to carry out their roles with confidence, to further develop their capabilities and to assist staff retention.

SO4: Leadership and management – to develop the leadership and management capabilities of key staff with supervisory responsibilities within partner agencies, in order that they have the appropriate skills to support key frontline workers and to ensure the provision of effective support services.

SO5: Partnership working - to ensure a consistent approach to the planning and delivery of services for individuals with MCN across all relevant agencies – to facilitate appropriate referrals and joined up working to improve outcomes.

As the LWOH programme is currently in its fourth year, delivering SO3 -5 will be more relevant in the short to medium term, to maximise the potential of the existing, dedicated workforce for the remainder of the programme. However, the activities in the plan have also been designed to influence the workforce development activities of wider partner agencies in the longer term for example, embedding or adopting common recruitment and induction procedures that will improve the supply of skilled workers available to assist the client group.

4.2 Recruitment

Working with clients who have complex and multiple needs is highly demanding, as evidenced by the feedback from the workforce development survey. Recruiting individuals with the right set of skills, knowledge, values and experience is therefore particularly important. The functional maps provided in Appendix A provide an illustration of the key tasks and responsibilities required by key workers delivering support for individuals with complex and multiple needs. They can be used alongside the template provided in Appendix B as a useful reference tool for practitioners when reviewing and revising job descriptions and person specifications.

When recruiting staff to work with this client group, the recruitment and selection processes need to reflect the demands of the job. Effective recruitment and selection methods will require robust mechanisms and tools for making in-depth assessments of a candidate’s skills and knowledge and should also be informed by service users. A common assessment day or process needs to be designed for use by partner agencies, and used alongside existing organisational policies and procedures.



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Recruitment procedures also provide a useful platform to promote induction, training and support packages for new staff and sets out expectations for their participation in these processes.

Priorities for action:

Application of common standards and processes across core partner agencies, using standardised definition of roles and key functions as the basis for tailoring within agencies [JD/Person Specification templates for frontline key workers; supervisors/managers].

Use of in-depth assessments (and panel which includes service user input) deploying a range of mechanisms to select appropriately skilled individuals, with the attributes that make a ‘good’ key worker, for example:

role play to assess engagement, communication and problem-solving skills;

case study to assess analytical skills including ability to identify possible underlying issues;

written test to assess report writing skills; and

formal interview/presentation.

Development of ambassadors among the workforce to promote/raise the profile of working in the sector with the client group.

4.3 Induction

Effective induction arrangements for the MCN workforce need to embed a common or multi-agency induction element to them, in order to bring people together from different parts of the workforce to promote integrated working, build relationships and develop shared understanding and language. It is a key stage for the newly appointed practitioner and their manager, providing an important mechanism for ensuring that people joining the workforce, have the skills and knowledge they need to be able to embark upon their roles.

As the workforce will be operating across a range of services – including housing, health, welfare the justice system – and working with agencies from the public, private and community and voluntary sectors, a significant part of the induction process needs to relate to the knowledge and understanding required of the local context and the players within – including the role and development priorities of their own agency. It is recommended that the local and contextual induction needs for new people joining the Liverpool MCN workforce are met through the development of a shared training programme.

However, as well as addressing the shared skills, knowledge and understanding of the range of workers engaged in support activity across a local area, induction activity must also address individual roles and specific training needs. An induction plan can be used to support the process, to monitor progress and activity over a period of time i.e. a 3-6 month probationary



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period. Once the induction period is complete, the longer term developmental and support needs of individual workers need to be determined, through the completion of a training needs analysis, outlined in the next section.


Development of common and joint induction programme for use by all partner agencies. Programmes to focus on building working relationships as well as developing knowledge and understanding of client needs, respective roles and responsibilities of agencies and common systems.

Preparation of personal development and support/induction plan for all new staff.

Ensure that all new entrants are reviewed at the end of the 3-6 month probationary period to assess suitability for job – and then build in regular supervisory reviews thereafter.

Develop a formal job shadowing programme so that staff (inner core) have an increased understanding of what services are available and what it means to be part of the Waves of Hope Programme and the delivery of intensive support for individuals with MCN.

4.4 Training and development

The provision of training and development support is currently varied among the existing LWOH delivery partners. This needs to be addressed moving forward, so that all MCN staff working in the City are able to access a consistent, ‘base’ level of knowledge and skills that will enable them to develop their own resilience and competencies required to assist the client group. For the LWOH project, the extent to which this culminates or requires training in a common psychological approach has yet to be decided by the core partnership group.

In the meantime, it is proposed that individual training needs analyses (TNA) are carried out for all staff currently working on the programme using the template provided in Appendix C – as this is aligned to the key requirements for staff delivering assistance on the support cycle. It will also ensure that staff who do not currently have a training plan in place, are provided with a ‘road map’ for planning training and development opportunities. Completing the TNA should be a shared process between the line manager and key worker and covers specialist training needs, continuing professional development opportunities and access to accredited training where appropriate. To ensure that all individuals benefit from a consistent level of training it is proposed that a bespoke Liverpool specific training programme be developed, and delivered to all LWOH staff and practitioners in the ‘inner core’ so that beneficiaries are able to share learning experiences across agencies. The range of topics that need to be covered within this programme are highlighted in Figure 4.2 below. This has been informed by discussions with the existing workforce and key stakeholder organisations.



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Figure 4.2: Scope of Training and Development

It is however envisaged that the delivery of the bespoke training programme for Liverpool practitioners will only form part of the training required by individual workers assisting the MCN client group. Key workers will also require access to opportunities that support the principles of continuous learning and development; demonstrating and encouraging a commitment to seeking improvement and lifelong learning. This may relate to specialist and accredited training as well as alternative and practical learning opportunities, such as subscribing to workforce related publications, e-learning, shadowing colleagues, keeping abreast of policy and legislative changes and taking on additional responsibilities that will further career development in the future. Support systems such as managerial and non-managerial supervision, reflective practice, peer support and networking, appraisals and other performance development frameworks are also essential aspects of CPD, which are discussed in the next section.


Undertake individual Training Needs Analysis for all staff working on the LWOH programme (using the template attached at Appendix C) to plan future training and development opportunities including:

specialist training needs

continuing professional development opportunities

access to accredited training

MCN WORKFORCE

2. FORMAL TRAINING – drawn from:• Cognitive analytical therapy (CAT)• Psychologically Informed Environments (PIE)• Complex Trauma • Other Counselling approaches – Cognitive Behavioural

Therapy (CBT) etc.• Personality Disorders• Chartered Institute of Housing (CIH) courses• Homeless Link courses on Trauma Informed Care,

Psychologically Informed Environments etc. *• Myers Briggs Type Indicators (MBTI)

1. BESPOKE TRAINING – a combination of:• Understanding the barriers to engagement

• Effective relationship building (and maintenance)

• Consent and information sharing

• Validation and validating statements • Reflective practice and supervision

• Action Learning Sets

• Assessment skills

• Support planning and goal setting• Motivational interviewing

• Cycle of change

• Safeguarding• Communication and participation

• Challenging behaviours

• Professional boundaries

• Domestic Abuse• Self harm

• Mental Health

• Vicious cycles of addiction

• Knowledge of local services – referral routes / thresholds • Employability and training support

• Multi-agency working

• Commissioning

• Train the Trainer• Exit Planning

• Mainstay

• Lincus

3. LOCAL PARTNERSHIP TRAINING:• Safeguarding (Liverpool City Council)• Early Help (Liverpool City Council)• In-house training available within LWOH partners

(making these available to all LWOH delivery partners)

1 + 2 + 3 = an effective multi-agency workforce with the skills and knowledge toimprove outcomes for individuals with MCN (LWOH and wider partners)

* NB: Decision needed on the psychological framework to be adopted across the LWOH workforce



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other support provision (for example, buddy/mentoring support).

Develop, maintain and review a menu of appropriate training provision.

Develop a bespoke training programme for MCN practitioners in Liverpool (see Figure 4.2).

Explore joint commissioning of training and development opportunities to encourage greater multi-agency (functional) training rather than organisational (silo) based approaches.

4.5 Leadership and management

To realise the vision for the workforce, everyone working within the multiple needs workforce requires the skills and capacity to work effectively not just with clients and service users, but also with each other. In addition, strong leaders and managers are required who have the experience, skills and vision needed to lead increasingly integrated and multi-functional services and people from different professional backgrounds. These messages were echoed in a recent evaluation6 of the CAT approach being delivered by some of the LWoH delivery partners, which concluded that training needs to go beyond just the worker-client relationship, and tackle other areas of difficulty, including interactions with colleagues, managers and other services. The report made a number of other recommendations for senior managers, service managers and trainers, which are useful for other agencies working with MCN clients, and particularly those adopting the CAT approach:

‘the success of the Waves of Hope depends on staff skills in recognising when they are being drawn into unhealthy relationship patterns with colleagues, managers and services users and practicing how to exit from these patterns. This is vital to positive team functioning, reducing staff burnout and improving resilience in the face of very challenging work with complex needs’;

‘given the complexity of multi-agency service provision, clear direction and leadership with transparent communication is needed at commissioning, senior and team management levels’; and

‘learning PIE management skills is a high priority for managers, and where managers to not have these skills, they require development, mentoring and support in acquiring them’;

‘the CAT framework is potentially helpful for managers to understand how they can avoid feeding into negative work relationship patterns and to learn how to understand the meaning of staff behaviour and their own responses’; and

‘CAT-based reflective practice is one part of the development programme – and reflective practice groups require an explicit focus on learning and applying the framework to client work and inter-staff relationships’.

6 Evaluation of the Cognitive Analytic Training (CAT) intervention delivered for the Intensive Support Service at Riverside, Catalyse Ltd



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Based on the findings from the evaluation, it is clear that managers need to take an active role in supporting and promoting the health and wellbeing of their staff through acknowledging the challenging environments and emotional demands of working with complex and chaotic clients. This will require leadership and management to adopt a range of mechanisms, including promoting a service culture that supports staff to talk openly and having an “open door” approach, with feedback channels to senior managers and commissioners. Having an effective supervision policy underpins this as it is important that key workers are given the opportunity to engage in processes to promote self-awareness, ethical practice and meaningful engagement with clients. This in turn will support the success and sustainability of interventions across the LWoH programme.


Ensure all managers and supervisors have relevant training/qualifications and regular frontline experience.

Ensure that the skills exist to enable a common and consistent approach to the commissioning and assessment of support services.

Delivery of regular ongoing supervisory sessions and annual personal development and training reviews.

Develop a formal supervision policy – approach, frequency and model as well as roles and responsibilities of supervisor and supervisee; and facilitate the ongoing use of reflective practice.

Undertake regular facilitated focus group sessions (independent – 6 monthly) with staff and service users (separately) to capture views on the effectiveness of service delivery and potential improvements. Ensure the staff sessions also enable individuals to discuss the emotional demands of working with MCN individuals.

Use structured debriefs after specific incidents so that staff and managers have the opportunity to reflect and improve both practice and systems.

4.6 Partnership and collaborative working

Effective partnership working is a key enabler to the successful delivery of the LWoH programme. This will require an understanding of the whole system and the inter-dependence of its parts and will be underpinned by a partnership approach that is built on greater degrees of collaboration, trust and co-operation, as well as a greater realism about what can be achieved, and the constraints and blockages and how these might be overcome. Developing an effective partnership approach will therefore require time spent on:

Building relationships – people need the time, and space, to explore the purpose of the partnerships and their involvement in it.



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Changing mental maps – so that people start to see themselves as part of a whole rather than shifting blame to other parts of the system for a lack of delivery.

Diversity – a sufficient mix of people from different levels of the organisations involved to enable new possibilities in the design and delivery of services to emerge.

Expectations – where common purpose is the driving force of the partnership (not access to additional resources).

Iteration – people need to be able to try and try again, and make suggestions for how the current system needs to change, identifying blockages and opportunities.

Leadership – someone (or an organisation) is facilitating common ownership.

The Future – so that people involved in the partnership can see the bigger picture and can see how their futures are linked and how outcomes can be improved (for both the client group and organisations involved).

Having effective methods of communication will further ensure that the relationships needed to deliver the vision for the programme are in place, and that staff are supported to access information and guidance and also have the opportunity to talk to each other in regular and structured ways. The end result will be frontline staff routinely working in partnership with other services in the planning and delivery of services and direct support to service users, and where opportunities for joint learning, service development and the sharing best practice across the workforce are maximised.


Appoint a strategic lead for engaging partners and steering the implementation and monitoring of the workforce development plan.

Develop a protocol or MOU for improving workforce development among partners – which sets out roles and responsibilities, a commitment to using common procedures, joint induction days, shared training, work shadowing, buddy schemes.

Promote best practice through the organisation of shared learning events ‘spotlight sessions’ in response to key issues raised through the Community of Practice group.

Develop an integrated communications strategy to strengthen the sense of ‘community’ across the Waves of Hope Programme and establish a mechanism for sharing best practice, learning, and networking among front line staff.

Develop a shared approach to assessment, planning and intervention across the complex needs workforce and identify if the City Council’s Early Help Assessment could be tailored to achieve this.

Produce a care pathway which clearly sets out how clients come into the service and/or are referred, to support partners to identify where they can more effectively contribute and complement, rather than duplicate, the work of the programme.



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5 Workforce development action plan

5.1 Management and delivery arrangements

5.1.1 Strategic oversight

The delivery of the LWoH programme is currently being managed by Plus Dane Housing on behalf of the multi-agency Core Partnership Group, which comprises both strategic and operational partners from across the City. While the day to day provision of support for clients with complex and multiple needs is provided by the delivery partners7, the programme team within Plus Dane undertakes out a range of functions, which have evolved over time to include:

development and management of the programme – including delivery, monitoring and evaluation;

commissioning and procurement of services;

monitoring and evaluation - including financial monitoring and management;

reporting on progress and performance – both locally and nationally; and

communications for the programme – including sharing learning and best practice.

To date, the recruitment and development of the workforce has largely been the responsibility of the delivery partners, and carried out to varying degrees, rather than a discreet function taken on by the central programme management team. However, they have been responsible for commissioning some joint training and development activities in response to recommendations from the local evaluation team, identified needs among the delivery partners, and shared learning from the Systems Change Action Network (SCAN) group – i.e. the network of senior individuals from each of the twelve fulfilling lives programmes being delivered nationally. The development of the workforce development plan for example, has been commissioned partly in response to the requirement for more strategic workforce development planning recommended by IPSOS Mori, but also in recognition of the critical role played by the workforce in effecting system change and the success of the programme.

As the development of an effective and responsive MCN workforce has the potential to contribute to the legacy and sustainability of the programme, post lottery funding (as identified by the Communities of Practice Group, chaired by LCVS), it is recommended that the ongoing development of the frontline workers, managerial and commissioning staff within both the inner and outer core of partner agencies, remains a key priority for the CSG and part of the remit of the programme development team within Plus Dane. Given the scale and focus of the work required, it is also recommended that the CSG either appoint or nominate a strategic lead for workforce development.

7 Riverside Housing; Liverpool YMCA; the Whitechapel Centre; Big Life



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5.1.2 Implementation of the action plan

The following section - 5.2 - provides detailed actions for developing the MCN workforce within the core LWoH partner agencies and among other key stakeholders within the City that employ frontline workers providing support for the client group. As described, implementation of the plan will require strategic oversight and a dedicated lead to engage partners and drive some to the proposed developments forward, including:

recruitment and retention – the design of a common recruitment and selection process; assessment day; ambassador programme;

induction – the development of a structured programme to complement existing organisational procedures which includes individual performance development plans and appraisals; and development of a mentor/buddy/shadowing programme;

training and development – maintenance of an up to date training menu of support (1,2,3); development and roll out a bespoke training programme for Liverpool practitioners; and the design of a ‘train the trainer’ programme and upskilling for commissioners;

leadership and management – development and adoption of an agreed supervision policy and training; and

partnership working – preparation of a protocol for joint workforce development activity among LWOH core partners; facilitation of knowledge sharing sessions particularly among frontline workers (spotlight sessions); improved communications and information sharing/dissemination of best practice; and work with LCC to learn lessons from early help hubs.

The strategic lead will also oversee the implementation and roll out of agreed workforce development policies and procedures among partner agencies – including the shared approach to assessment, planning, and intervention for MCN individuals in line with the ‘Care Pathway’.

5.2 Priorities for action

The following tables outline work required by partners to deliver the workforce development priorities, a suggested timetable for delivery, lead responsibility and indicative outputs and outcomes that can be used to monitor whether the activity has been delivered successfully.



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Recruitment

Aim: To recruit and retain staff with the right set of skills, knowledge and attributes that will enable them to deliver support that is tailored to the multiple and complex needs of the client group

Priorities Actions Priority H/M/L

Timetable Responsibility Outputs and outcomes

Recruitment process Develop common recruitment and selection processes – as the base for tailoring by partner agencies:

- job descriptions; person specs; pay

scales

- advertising and promotion of

opportunities

M March 2018 Strategic lead for workforce development with input from LWOH delivery partners

A set of standard templates and procedures that can be used and tailored by all agencies delivering support for MCN clients More/suitably skilled recruits into the sector – less staff turnover Team of up to 5 ambassadors recruited during 2018/19 Consistency/less competition – leading to a more unified workforce Better outcomes for MCN individuals

Assessment panel Design an assessment day for use in selecting new members of staff working on the LWOH programme and for use by the wider partnership, to include:

- role play

- case study

- written tests

- formal interview/presentation

M March 2018 Strategic lead for workforce development with input from LWOH delivery partners

Ambassador programme

Design and establish an ambassador programme to raise the profile and benefits of working with the MCN client group. Identify/recruit potential ambassadors – and develop a plan for promoting/recruiting suitably skilled individuals into the local industry - e.g. attendance at careers events …

M By March 2018 Strategic lead for workforce development



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Induction

Aim: To ensure that people joining the workforce fully understand their roles and are equipped with appropriate knowledge of the context in which they will be operating –

including the delivery of aims, objectives and procedures.

Priorities Actions Priority

H/M/L


Common induction

programme

Develop a common induction programme for

the Waves of Hope Programme to complement

existing organisational induction programmes

M March 2018 Strategic Lead for

Workforce

Development -

development

LWOH Delivery

Agencies -

implementation

Increased understanding of what it

means to be part of the Waves of

Hope programme

Improved service delivery and

successful outcomes for MCN clients

Improved staff retention and staff

morale

Up to 10 individuals participating in

the work shadowing programme

during 2017/18; 20 p.a. thereafter

To be measured via:

• Feedback from service

users and staff – regular

workforce development

survey

• Organisational

performance reports

Personal

Development Plans

Agree template to capture the personal

training and development needs of all new

staff at induction stage

Develop retrospective training plans for all

existing staff where needed

H

H

November 2017

End Dec 2017

LWOH Delivery

Agencies

Formal reviews Establish a formal, and consistent, process for

personal development and review meetings

(see supervision priority to ensure linkages)

across all LWOH delivery partners.

M/H End Dec 2017 Strategic Lead for

Workforce

Development -

development

LWOH Delivery

Agencies

(implementation)

Shadowing

programme

Develop a formal programme of shadowing

among partner agencies

H Nov 2017 Strategic Lead for

Workforce

Development



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31

Training and development

Aim: To identify skills needs and facilitate access to a range of appropriate, high quality training and development opportunities that will enable key workers and supervisory

staff to carry out their roles with confidence



Training Needs Analysis

• LWOH partners to carry out individual TNA

for all staff

• Other delivery partners to use the TNA to

identify key issues

H

M

November 2017 March 2018

LWOH delivery agencies.

Specific training needs identified to assist planning All LWOH to have training and development plan in place by end 2017

Training menu Develop and maintain an up to date menu of training support, including specialist training provision and partners training that can be accessed by all

M Ongoing Strategic lead for workforce development

Online list available for use by all agencies.

Develop a bespoke training programme for practitioners in Liverpool

• Develop course content and programme,

identifying specialists’ inputs required,

modules to be delivered, timetable

• Pilot the programme with an initial cohort

of key workers and inputs from service

users (from LWOH partners/and other

agencies)

• Refine the programme and roll out for

existing staff and then to the wider core to

develop the ‘legacy’

H H

End December 2017 for piloting From January 2018 - delivery

Strategic lead for workforce development LWOH Programme Office to commission

Liverpool MCN training programme developed and delivered to all inner core staff by September 2018. Workforce development survey – increased knowledge, understanding and confidence. Improved outcomes and referrals

Train the trainer

programme

• Develop a train the trainer programme in

parallel to the above and deliver the first

programme to a group of identified staff

from the LWOH delivery partners

M As above As above Up to 10 individuals trained across

the LWOH delivery partners to

cascade learning through the

organisations (2017/18)



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Leadership and management

Aim: To develop the leadership and management capabilities for key staff with supervisory responsibilities within partner agencies – to ensure that they have the appropriate skills to support key frontline workers



Skilled managers Use the TNA to identify additional training needed among supervisors/managers – ensure all managerial staff have or are working towards a suitable qualification and have PIE management skills

H By end 2017 All LWOH Delivery Partners

Appropriately skilled and competent managerial staff in place to support frontline workers

Supervision • Develop an agreed supervision policy • Develop a supervision training module for all

managers and staff to understand their roles

H Nov 2017 LWOH Programme Office • Increase staff resilience – reduced burnout, turnover and absence

• Improved service delivery through reflective practice and service user feedback – evidenced by changing practice and better outcomes

• Joint commissioning/design of services

To be measured by: • attendance records • performance reports • staff satisfaction survey • better outcomes for MCN Clients

Health and Wellbeing reviews

Identify an independent facilitator to hold regular (bi-annual) focus groups with staff and service users to identify issues, challenges, and improvements needed

H November 2017 and March 2018

LWOH Programme Office

Structured debriefs

Implement structured debriefs as standard practice across the Waves of Hope delivery partners following any key incident

H Nov 2017 LWOH delivery partners

Peer Supervision Develop a model for peer supervision and support staff in how to use the model to develop more informal (yet structured) opportunities to discuss cases, and pressures of job/workload

H Nov 2017 LWOH Programme Office

Commissioning and monitoring

• Develop a framework for assessing support services for MCN clients – to inform future commissioning

• Design a training programme to upskill commissioners – identifying needs, policy and services to meet needs, innovative/joined up solutions, monitoring and review

M

M

By March 2018 By March 2018

LWOH Programme Office/ Commissioning sub-group Strategic lead



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Partnership Working

Aim: To ensure a consistent approach to the planning and delivery of services for individuals with MCN across all relevant agencies – to facilitate appropriate referrals and joined up working to improve outcomes



Strategic lead for workforce development

Nominate/appoint a strategic lead for workforce development

H By end Oct 2017 LWOH Core Partnership Group

Strategic lead appointed and in post

Protocol/MOU Draft a protocol for joint working among LWOH partners on workforce development issues – induction, shared training, work shadowing among agencies Strategic lead to engage wider partnership and extend protocol to encompass multi-agency workforce development

M

M/L

By end December 2017 Throughout 2018/19

Strategic lead for workforce development LWOH Delivery partners Strategic lead for workforce development

Protocol developed/MOU signed by LWOH delivery partners – joint workforce development activities underway All key statutory agencies engaged/signed - mid 2018/19

Communications - including shared learning events

Continued development of the LWOH website Establish mechanisms for sharing best practice, learning and networking among front line staff - e.g. rolling programme of spotlight sessions (in line with COP group)

M

H

From Oct 2017 By Nov 2017

LWOH Programme Office Strategic lead for workforce Development

Website – increased usage 3 spotlight sessions convened by end of 2017/18; 6 p.a. thereafter

Care pathway Produce a care pathway to support partners in understanding the referral process and how they can add value/complement the programme

H Nov 2017 LWOH Programme Office commission underway

Care pathways mapped and communicated to all partners by end 2017 (website). Integrated service delivery.

Shared approach to assessment

Develop a shared approach to assessment, planning and intervention for clients with MCN. Work with LCC to learn lessons from Early Help hubs

H

M

Dec 2017 March 2018

LWOH Programme Office Strategic Lead

Common assessment process being used by all partners – by end 2017/18



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6 Monitoring and evaluation

6.1 Programme objectives and targets

A key objective of the LWOH project is to identify and remove systems barriers to ensure service users gain access to the various interventions they need to improve their situations. The planned workforce development activities have been designed to support system change ambitions and will play a key role in helping to achieve the programme’s targets as set out in Table 6.1 below:

Table 6.1: LWOH system change target and indicative measures

Headline Outcomes Proposed Indicator Measures Workforce development activities

The local programme will provide a robust evidence base that informs and shapes strategic planning, commissioning and delivery at a local and national level

4a. Commissioning and planning processes change to promote co-ordinated interventions

There is evidence that cross sector commissioners are developing shared outcomes and using these to commission integrated services

The proportion of total commissioning value that is part of a pooled budget increases in the period

Design and development of a bespoke Liverpool training programme for practitioners assisting clients with complex and multiple needs.

4b. The delivery environment changes to promote and provide co-ordinated interventions

There is evidence of formal collaboration and integration between cross-sector providers

Monitoring of the ‘provider field’ in Liverpool shows that the provider landscape is changing

Common recruitment and selection process for agencies employing MCN key workers

Structured induction and shared training programme for partners employing the MCN workforce

Agreed supervision policy to be adopted by all partners working with MCN clients

Protocol for joint working – one common assessment process, shared learning and training among the workforce, cross agency buddy/mentor scheme to share best practice

6.2 Monitoring framework

Monitoring and evaluating the activities within the workforce development plan will be particularly important in ensuring that the skills and training support being delivered for frontline key workers, managers and commissioners internally and externally in partner



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agencies is effective, remains fit for purpose, and is, where necessary, adapted to ensure the continuous development of the workforce who are critical to the success of the programme.

Ultimately the effectiveness of the skills training and support will be measured by the improved impacts and outcomes for service users and the extent to which service users have moved towards and/or achieved better housing, health and wellbeing, learning and employment outcomes. However, there are also a series of more immediate and intermediate ‘output’ measures that can also be captured to demonstrate the effectiveness of the workforce development strategy. These outputs and outcomes are outlined earlier in the action plan contained within Section 5.2 and shown in Table 6.2 below with recommendations for measurement.

6.2.1 Outputs /outcomes

The following list of outputs and outcomes will be monitored on an ongoing basis (until the end of the LWoH programme) by the central programme management team, to ensure that the workforce development activities set out in the plan are being delivered, and to measure the success of the interventions - although this will also be determined by the evaluation activity. In order to assist the central programme management team in collating the relevant data, it is recommended that LWoH delivery partners be asked to report specifically on their workforce development activities as part of their quarterly monitoring report, returned to the programme management team.

Table 6.2: Workforce Development Outputs and Outcomes

Workforce priorities

Outputs and outcomes Measures

Workforce development lead

Partners’ performance reports

Staff feedback – workforce survey

Recruitment

No of agencies using recruitment templates and procedures

No of MCN ambassadors recruited during 2018/19

Improved staff retention, reduction in staff turnover (via the recruitment of more suitable skilled recruits)

More unified workforce

Induction Increased understanding of what it means to be part of the LWoH programme

Improved staff morale (staff retention – see above)



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No of staff participating in the work shadowing programme

Training and Development

All LWoH staff members to complete a TNA

TNA to be adopted by other partner agencies

Liverpool bespoke training programme delivered to all inner core staff

Increased knowledge, skills, confidence

No of individuals trained to deliver train the trainer programmes

No of individuals trained through internal trainers

Leadership and manage-ment

No of managers/supervisors working towards a formal managerial qualification and PIE management skills

No of LWoH staff members in receipt of regular supervisions and peer supervisions

% increase in staff resilience – reduced staff turnover and days lost through sickness

No of commissioners in receipt of training

Collaborative partnership working

No of MCN partners signed up to the workforce development protocol, with joint activities underway

No of shared learning and networking events held and No of individuals attending

Care pathways mapped and communicated to all partner agencies

Common assessment process adopted by all agencies

6.3 Evaluation and measuring impact

It will be particularly important that there are effective project management/monitoring arrangements and quality control procedures in place to help gather the data that can be used to assess impact and attribute/measure change.

In addition to programme wide data collated by the strategic lead and performance reports returned by the delivery partners, it is recommended that repeat, online surveys of the workforce, key stakeholders, and service users be undertaken to gather both quantitative and qualitative feedback to determine the extent to which the overall objectives of the plan are



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37

being realised and that the skills training and supervisory support provided has enabled staff to deliver more effective, streamlined and tailored assistance to service users.

These surveys need to complement and add value to the work already underway by both sets of evaluators – the national evaluators CFE and the local evaluators IPSOS Mori. Feedback from the surveys will also be used to influence ongoing system change and joined up delivery for the benefit of the MCN client group. It is recommended that they cover the five areas of workforce development activity that this plan will aim to influence, namely:

recruitment – to explore the effectiveness of the proposed ‘in-depth’ assessment process in selecting good key workers and individuals with the right set of attributes to work with MCN clients and use of the ambassador programme to attract people into jobs;

induction – to identify whether the joint induction programme and job shadowing has provided individuals with a comprehensive overview of the Liverpool context, and enabled new staff to start developing working relationships and linkages with other agencies;

training and development – to consider the effectiveness of using the TNA as a tool to identify skills gaps, to assess the relevance and quality of the training undertaken and the impact this has had on individuals and their ability to deliver their job roles;

leadership and management – to identify the impact of regular supervision, reflective practice, and structured training reviews; and

collaborative working – to assess the impact of the shared learning/spotlight events, regular networking among frontline staff, common assessment processes and the use of a more coherent care pathway as the basis for ensuring that support is streamlined and duplication is avoided.



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7 Delivery recommendations

7.1 Short and long-term priorities

This section presents recommendations for delivering both short-term and longer-term actions to promote workforce development for practitioners working with individuals that have complex and multiple needs. There are a number of working practices that can be introduced by the LWoH core partners immediately to improve workforce development activities and a set of longer term priorities that will seek to embed changes among the wider partnership, thereby improving the sustainability and legacy of the programme.

7.1.1 Immediate priorities

The short-term actions include the need for:

the Core Partnership Group to:

appoint or nominate a dedicated strategic lead to drive forward the implementation of the plan;

agree that a psychological approach (e.g. CAT or CBT) should be adopted by all LWoH delivery partners in the City, and preferably those within the inner core of agencies working with MCN clients on a daily basis, as basic good practice – recognising that this will require significant change within some organisations – of which training is only one part;

approve funding [from the LWoH budget] to - appoint the strategic lead; provide additional psychological training for all managers, supervisors and [appropriate] key workers; and commission the design and delivery of a bespoke training programme for all practitioners working with MCN clients in the City.

the strategic lead to:

develop a common approach to recruitment and induction for use by all agencies working with MCN clients (for example, common assessment form) and a series of standard workforce development resources for the MCN workforce;

commission a tailored/bespoke MCN training programme for practitioners in Liverpool that can be accessed by all agencies working within the City – to supplement specialist and partnership training already being delivered;

prepare and ensure implementation of a formal supervision policy – approach, frequency and model as well as roles and responsibilities of supervisor and supervisee;



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broker better linkages with Liverpool City Council Workforce Development Programme (joint learning/training) and the Early Help Hubs to share best practice; and

improve communications among partner agencies, by establishing mechanisms for sharing best practice, learning, and networking among front line staff (e.g. including website, community of practice group).

delivery partners to:

carry out individual TNA - for all LWOH staff in the first instance - to inform planning and future training provision (using the template developed) and reviews of personal development plans on an ongoing basis;

adopt the new recruitment and induction procedures for any new vacancies arising on the programme;

ensure that senior managers and service managers have PIE management skills and in-house provision of support to apply the CAT model and other elements of the framework such as the reflective practice;

sign up to the workforce development protocol or MOU, which will specify how they will work jointly with partner agencies to promote more consistent workforce development activities for the individuals within the MCN workforce. This will include shared learning, mentoring, work shadowing, networking, a common assessment process, joint induction and training, etc.

7.1.2 Medium to longer term

As referred to earlier, changing workforce development practices among agencies working with MCN clients, has the potential to contribute towards the sustainability of the programme. However, as the project is due to come to an end in June 2019, it will be important to engage partner agencies well before this date, with regard to:

adopting common recruitment and induction practices – that embed service user input from the outset;

accessing the bespoke Liverpool training and development programme, developed by the LWoH programme;

using common assessment processes for the MCN client group;

sharing intelligence about the client group and joint commissioning; and

learning lessons and sharing best practice.

The evidence and intelligence gathered through monitoring and evaluation of the workforce development activities will be used to shape skills provision and organisational support moving forward. The information will be used to assist partner agencies to make the case for ongoing,



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joint investment in workforce development activities, and promote collaborative working over the longer term and streamlining support that will benefit the client group.

7.2 Funding workforce development activity

An indication of the likely funding required to support the workforce development activities highlighted above, is set out in Table 7.1 below.

Table 7.1: Funding MCN workforce development activities

Priority Area Details Indicative Cost

1. Strategic lead Appointment of a dedicated resource (or secondment) on a fixed term contract (18 months, Jan 2018 – June 2019 plus 18% on costs)

£53,100

2. Develop a bespoke training programme for practitioners in Liverpool

Research, design and consult with key stakeholders on the development of a bespoke training programme for Liverpool (this will include a session to pilot the training content to ensure it is fit for purpose)

£7,500

Production of lesson plans, slide pack and resources (handouts etc.) £500

Delivery of an initial 20 sessions (4 per month) for up to 30 people with LWOH covering this initial cost as aim is to quickly target the people in the inner core (opportunity once the inner core is trained to deliver the programme for 30 people a session charging £25 - 50 per head)

£10,000

Room hire, refreshments

£2,000

3. Train the Trainer

Programme

Design a train the trainer programme to promote sustainability of the training programme Recruit participants from key organisations Deliver training session and monitor delivery (quality assurance)

£5,000

4. Provision of specialist psychological training support for delivery partners

Commission additional [CAT/CBT] training provision for LWoH staff £34,000

Total funding required £112,100



Appendices:

Appendix A Workforce competencies - framework

Appendix B Frontline worker job description and person specification template

Appendix C Training needs analysis template

Appendix D Supervision policy



Appendix A: Workforce competencies framework ENGAGEMENT – Functions, Skills and Knowledge

Function A:Work

persistently and assertively to

engage, communicate and maintain

effective relationships

with clients with complex needs

Work in a way which empowers all clients with complex needs to take control of their lives and build resilience

A1:

Agree with clients, and other partner agencies, the aims and purpose of the work and manage expectations

Communicate with clients, their families and partner agencies in an open, clear and honest way

Use a range of approaches for building and maintaining effective trusting, and professional, relationships with clients

Agree ground rules and maintain professional boundaries

Secure consent and agree how personal information will be stored, used and shared with other agencies

A2:

A3:

A4:

A5:

A6:

Skills and knowledge

• Knowledge of the barriers to engagement and participation and strategies to overcome them

• Identifying and addressing issues of non-compliance / disguised compliance

• Crisis management • Raise the profile of LWOH with other

partner agencies• End of life care• Risk assessment• Effective relationship building and

maintenance of relationships

• Maintaining professional boundaries• Effective communication • Securing consent• Motivational interviewing techniques• Strength based questioning• Validating statements • Cultural differences



PLANNING – Functions, Skills and Knowledge

Function B:Develop and implement

outcome focused plans that provide

integrated support to clients with multiple and

complex needs

Acting as the lead professional, plan, lead and manage the development of outcome focussed personalised support plans

that places clients at the heart of the process

B1:

B2:

B4:

Use agreed psychologically informed approaches to identify the root causes of current difficulties and/or behaviours

Continuously improve service delivery by identifying blockages and barriers to improving outcomes for clients

B5:Work with clients and other agencies to regularly assess and

review the client’s strengths, resources, needs and risks

B3:Set specific and realistic goals for clients which have clear

milestones and timescales for completion

• Person centred support planning• Assessment processes and tools (Outcomes

Star / New Directions)• Goal planning (outcome focused)• Information sharing• Negotiation • Identifying triggers and causes of service

user’s vulnerabilities• Case management / record keeping (up-to-

date; accurate case notes etc.)• Strength based approaches• Maintaining professional boundaries

• Co-production • Action planning • Origins and cycles of complex and multiple

needs - understanding patterns of behaviour using approaches such as Cognitive Analytical Therapy (CAT)

• Communication (including written, verbal, body language)

• Active listening

Skills and Knowledge



DELIVERY – Functions, Skills and Knowledge

Function C:Facilitate and deliver direct support and

interventions which improve outcomes for clients with

complex needs

Support clients to access formal and informal learning, training and employment opportunities

Work with clients to identify their own needs in relation to their personal wellbeing (including health outcomes)

C2:

C1:Detailed knowledge of the range of specialist agencies and

services available, including details of thresholds and referral criteria, advocating on behalf of clients where necessary

Support clients to access environments, experiences and resources to build self-esteem and widen social networks and

experiences (including existing family / networks)

C3:

C4:


• Problem solving• Information, advice, advocacy, brokerage

and guidance • Knowledge of local services• Facilitating education, employment and

training opportunities• Co-ordinating support including support

from other services / agencies• Communicating with clients and partners • Referrals to other agencies• Funding (potential sources to access and

applying on behalf of clients)• Multi-agency integrated care plans• Coaching• Identifying opportunities for service

improvements• Building networks with key partners• Communication• Providing direct support to clients

(emotional, practical and financial)• Motivate clients to change behaviours• Team work• Capacity, resilience and confidence building

techniques / approaches • Knowledge of training, education and

employment opportunities



REVIEW – Functions, Skills and Knowledge

Function D:Work in

partnership with clients and partners to

develop and review outcome focused support

plans

Develop and implement protocols and procedures for integrated working

D1:

D2:Engage with other agencies, services and individuals to identify

opportunities for developing more responsive and flexible services that optimise outcomes for clients

Establish multi-agency assessment and review meetings to share information on progress, blockages, risks and emerging

needs / issues

D3:

D4:Develop and implement protocols for the effective sharing of

information required to support improved outcomes for clients

Review risks, acknowledging (and managing) considerable risks that will often still exist, and plan a graduated exit with the

client to ‘move on’ through the service and/or into additional support

D5:


• Managing risk• Identify clients not progressing / succeeding • Monitoring and evaluation• Partnership working• Organisational skills (co-ordination, liaison,

minute taking)• Chairing meetings• Information sharing • Continuous improvement in service delivery

– identifying and reporting on where service improvements can be made (systems

change)• Working with partners to identify

opportunities for working more flexible (lowering thresholds/delivery methods) to better meet the needs of clients

• Exit planning



SAFEGUARDING AND PROFESSIONAL EXCELLENCE – Functions,


Principle A:Safeguard clients with multiple and

complex needs

Work with others to safeguard adults and childrenE1:

E2:

E3:

Promote, practice and comply with safeguarding procedures (locally and organisationally)

Work with others to co-ordinate a response where clients have been affected by harm or abuse and develop mechanisms so

that learning from these cases is embedded

Promote and practice compliance with organisational health and safety procedures

E4:

Principle B:Develop and

maintain professional competence

Maintain appropriate practice boundaries in the relationship[s developed with clients and their families

F1:

Engage in regular reflective practice and maintain relevant professional knowledge in relation to organisational issues and

policy (local and national) changes

Engage in supervision (management and peer) for continued professional development

F2:

F3:

• Professional boundaries• Reflective practice• Supervision models• Case Management

Professional excellence Safeguarding

• Safeguarding policies, procedures, protocols and referrals

• Health and safety



Appendix B: Frontline worker job description and person specification template

Key Worker Role Description Working intensively to support adults experiencing complex and multiple issues, the Key Worker is a key role within the Liverpool Waves of Hope Programme. Using evidenced based interventions, the Key Worker will be responsible for the co-ordination and provision of targeted and intensive support, using an ‘all age all person’ assessment and effectively engaging partner agencies to effect and sustain positive changes for the individual, their family members and the wider community. Job Description Main Responsibilities

To manage a client’s presenting issues, co-ordinating the effective delivery of existing services, levering in new services where required, and using psychologically informed approaches to understand the context of these issues and how to motivate individuals to change their behaviours

Work persistently and assertively with clients and partner agencies to assess, provide and co-ordinate intensive packages of multi-agency support

Work with clients to reduce, or plan to reduce, their dependence on specialist services by

supporting them to independently access and engage with services, social networks and the wider community

Develop and maintain effective partnership relationships with clients and other agencies

providing support

Communicate with clients, their families and partners in an open, clear and honest way

Develop and use a range of approaches to engage clients who are difficult to engage and /or who find services and support difficult to access / trust

Provide advice and support to clients in identifying and understanding their issues and needs,

working from an asset based approach – using ‘all age all person’ assessments – to build on a client’s strengths and jointly develop solutions that deliver resilience, self esteem, self reliance and independent action



Facilitate and deliver support and targeted interventions which improve a client’s capacity, family relationships or outcomes for the client and their family members

Provide practical advice and support on a range of issues such as life skills, self-confidence,

motivation and goals which aim to improve outcomes, capacity and relationships

Provide advice and guidance to clients in relation to:

o Accessing education, training and employment opportunities

o Obtaining necessary benefits, payments and all other services which they are entitled to

o Housing and tenancy issues

o Supporting clients to access targeted and specialist services, assessing if they meet the referral criteria and advocating for the client’s inclusion

Develop a multi-agency action plan with the client, setting out the changes expected, identifying

priorities, support needs and interventions, and setting out clear actions, milestones and timescales for securing these

Maintain relevant records, writing reports and letters as required and undertake evaluations of work undertaken with clients to develop a more robust evidence base of what works

Challenge service providers for delivery (or non-delivery) of the multi-agency action plan, advocating for service improvements and new interventions where necessary to meet the client’s needs

Alert clients and partner agencies to the likelihood and impact of any risks facing them, using

the assessment process and feedback meetings as opportunities to motivate and secure continued commitment to achieve agreed goals

Establish regular review and feedback processes for clients and other agencies engaged with the

family, and develop effective exit plans, recognising that some managed risk is inevitable for move on

Attend Collaborative Case Management Forum to share opportunities about what has worked

well / not so well to inform continuous improvement

Support the supervision process by being prepared for regular supervision and participating in regular peer-to-peer support sessions

Participate in own continuing professional development, maintaining an up-to-date knowledge

of policy/legislation/ thinking around working with clients with multiple and complex needs



Person Specification

Education How Assessed

Professional qualification at NVQ Level II or above in a related discipline (Housing, Social Work, Community Development, Management, Employment and Training)

A

Knowledge, Skills and Attitudes

Strong track record of using assessment processes to identify a client’s strengths and needs

A, I

Strong analytical skills and the ability to write detailed records and reports A, I

A knowledge of, and ability to provide for a client’s needs and an awareness of Safeguarding policies and procedures

A, I

Ability to plan, review and co-ordinate a package of multi-agency support with clients and other professionals

A,I

Knowledge of a wide range of evidence based interventions and solutions to support clients with complex and multiple problems

A, I

Basic IT skills A

Good oral and written communication skills A, I

Non judgemental, persistent and patient attitude A, I

Experience

Significant experience of working with the client group and of the barriers faced by client’s experiencing complex and multiple issues

A, I

Experience of working in a multi-agency setting and resolving any conflicts or differences of opinion which may occur

A, I

Ability to communicate effectively with clients and partners and demonstrate a good level of interpersonal skills

A, I

Advocating on behalf of clients to other practitioners A, I

Case management experience and ability to broker support with external agencies A, I

Maintain appropriate practice boundaries in relationships and interactions with clients

A, I

Awareness of the issues around Domestic Violence A, I

Managing own workloads and prioritising different demands A, I

A practical, problem solving approach A, I

Experience of working to information sharing protocols and procedures, recognising the importance of confidentiality

A, I

Other

Manage petty cash and submit requisitions for any purchases required in order to support delivery of the service

A

Work flexibly where required, including early mornings, evenings and weekends, to ensure that levels of support and service provision are achieved

A

Invests in professional development to improve practice A

Acknowledge, respect and promote equality of opportunity and diversity A



Appendix C: Multiple Needs Workforce Training Needs Analysis Template



Appendix C: Multiple Needs Workforce Training Needs Analysis Template Name:

Job Title: Date:

Section 1: Use the space below to identify your strengths and how these assist you to deliver your role

Strengths How they assist you in your role

Section 2: Review the list of skills required to support clients with multiple and complex needs. Indicate your performance in relation to each of these skills (see the key below)

KEY:

1 – very good 2 – good

3 – satisfactory 4 – poor N/A – not applicable to role

Skills: 1 2 3 4 N/A Further Training / Support required

FUNCTION A: Engagement

Crisis Management

Risk Assessment

Relationship building

Communication

Motivational interviewing

Recognising barriers to engagement and using strategies to overcome them

Securing consent

Strength based questioning



FUNCTION B: Planning

Person centred support planning

Assessment

Goal Planning

Negotiation

Case Management

Co-production

Cognitive Analytical Therapy

Report Writing

Active Listening

Body Language

FUNCTION C: Delivery

Problem solving

Advocacy

Coaching

Networking

Confidence building

Funding

FUNCTION D: Review

Risk Management

Chairing meetings

Exit planning

Partnership working

PRINCIPLE A: Safeguarding

Safeguarding

Health and Safety

FUNCTION B: Excellence

Reflective practice

Supervision



Section 3: Using the scale below, rate how effectively you perform the following competencies within your role

KEY:

1 – very effective 2 – effective

3 – quite effective 4 – not effective N/A – not applicable to role

Competencies: 1 2 3 4 N/A

Managing yourself

Managing your own resources

Developing productive working relationships with colleagues

Developing productive working relationships with external partners / organisations

Developing productive relationships with clients whilst maintaining professional boundaries

Recognising non-compliance / disguised compliance and developing strategies to ensure continued engagement of clients

Resolve client’s problems / barriers to engagement

Working with colleagues in a team

Identifying how the service (including partner’s thresholds / delivery) can be improved to secure better outcomes for clients

Contribute to the development of the team and the wider Waves of Hope team

Co-ordinating support for clients, acting as the lead professional / main point of contact

Challenging non-delivery amongst partners in respect of the agreed action plan

Monitoring and reviewing progress against the client’s action plan and taking remedial / more innovative action where required

Maintaining a safe and secure working environment

Promoting the work of Waves of Hope and communicating benefits / opportunities to partners

Promoting equality of opportunity and access to services

Maintaining the health and safety of self and others

Section 4: Reflect on the scores above and please use the space below to identify specific areas for development

Suggested training needs Method for Development (e.g. training course, peer-to-peer support, shadowing, informal training, on-the job etc.)



September 2017

Appendix D – Supervision Policy

Liverpool Waves of Hope Supervision Policy

Aims

The aim of supervision is to allow staff and their supervisors to….

• Discuss and challenge concerns, issues or difficulties

• Identify solutions to address these

• Be coached in tackling issues as they arise and plan any future action

• Review work and workload

• Explore feelings and emotional impact

• Develop practice and competencies (including training needs)

• Ensure the safety and wellbeing of every client

• Maintain an accurate and agreed record of professional progress

4X4x4 Model

• An integrated framework is needed that brings together the four functions of supervision, with

the four elements of the reflective supervision cycle • Focuses on the needs and priorities of the four stakeholders • At the heart of the model is the principle that supervision is part of the intervention with

service users

Management Function:

Management – this function is to ensure that the work for which the staff member may be held accountable for is carried out to a satisfactory standard. The aims of the management function are to ensure that:

• The worker understands their role and responsibilities • Organisational policies and procedures are understood and appropriately followed • The worker is clear as to the limits and use of their personal, organisational and

statutory authority • The purpose of supervision is clear • Work is reviewed regularly in accordance with organisational and legal requirements • Action plans are formulated and carried out within the context of agency functions

and statutory responsibilities

Service UsersStaff

OrganisationPartners

ReflectionPlans and

Action

Experience

Analysis

4 x 4 x 4 MODEL – an integrated model of supervision



September 2017

• The basis of decisions and professional judgements are clear to the supervisor and the workers, and made explicit in organisational records

• Records are maintained according to organisational policies • The worker knows when the supervisor expects to be consulted • The worker is given an appropriate workload • Time management expectations of the worker are clear • The worker understands the functions of partner agencies, and their role and

responsibilities in working with partner agencies

Learning and Development

Function

Learning and Development – this function is to encourage and assist staff to reflect on their own performance, identifying their own learning and development needs and develop plans or identify opportunities to address those needs. The aims of this function are to assist in the development of:

• The workers professional capabilities, skills, knowledge and understanding • An understanding of the worker's value base in relation to race, gender etc. and its

impact on their work • An understanding of the worker’s preferred learning style and blocks to learning • An assessment of the worker’s learning and development needs, and how these can

be met • An opportunity to reflect upon recent learning and development activities and

discuss what was learnt and how as a result of the learning their practice changed • The worker’s capacity to set professional goals • Access to professional consultation in areas outside the supervisor’s knowledge /

experience • The worker’s ability to reflect on their work and interaction with users, colleagues

and partners • Regular and constructive feedback to the worker on all aspects of their performance • The worker’s commitment and capacity to on-going professional development • The worker’s capacity for self-appraisal, and the permission to learn constructively

from significant experiences or difficulties

Support Function

Support – by offering support within the supervision context, staff should be given the opportunity to reflect on the impact of the work upon them and prevent issues adversely affecting them and their work. The aims of the support functions are to:

• Create a safe climate for the worker to look at his/her practice and its impact on him/her as a person

• Clarify the boundaries between support, counselling, consultation and confidentiality in supervision

• Debrief the worker and give them permission to talk about feelings • Help the worker to explore emotional blocks to their work • Explore in a safe setting issues about discrimination

Mediation Function

Negotiation / Mediation – this function ensures that the relationship between the staff member, their team, the organisation and other agencies is effective. The aims of this function are to:

• Brief higher management about resource deficits or implications • Allocate resources in the most efficient way • Represent staff needs to higher management • Negotiate and clarify the team’s role and responsibilities • Initiate, clarify or contribute to policy formulation • Consult and brief staff about organisational developments or information • Act as an advocate between the worker, or team, and other parts of the agency or

with outside agencies



September 2017

Informal supervision

• Informal supervision is a key feature of a high performing team • Staff often have to ‘check in’ with their supervisor to obtain a decision or gain permission to do

something • This is perfectly normally and an acceptable part of the staff/supervisor relationship • Any effective team will use informal supervision on an on-going basis with staff members

comfortable and confident in seeking out advice and help • This is good practice but should NEVER be a replacement for a formal supervision session • Any significant issues discussed through informal supervision should be clearly and

immediately recorded and revisited at the formal session • No matter how closely you work with your supervisor, these ad hoc meetings don’t negate the

need for a private 1-2-1 session which is focused wholly on that individual, their development, performance and any issues arising from their work that do not arise on a day-to-day basis

Peer group supervision

• Peer support groups, mentoring and coaching are also appropriate supervision options • Again, this should not replace individual supervision but can be used to complement it • Should involve a group of staff all involved in the same task to discuss issues about their work

or the way they work together • No defined leader – key aspect of this approach • This can stop workers from feeling isolated and promote the pooling and sharing of resources • Also improves communication, understanding of respective roles and an integrated approach

to safeguarding • Potential role for the Workforce Development lead to support more of this type of supervision

• Stage 1 – casting:

• A moderator (keeps time, facilitates the process, guides the group and holds the focus of the key question)

• The case presenter (presents their client or issue they want to work on) • The note taker (keeps notes of the session) • Consultants (the rest of the group who provide consultancy support to the case

presenter)) • Stage 2 – Case Presentation:

• The presenter has 5 – 7 minutes to present their case • Stage 3 – Key question:

• The case presenter asks one question they want answered by the consultants • Stage 4 – method choice:

• The case presenter states the way in which they would like the consultants to offer their help (brainstorming; advice; a sounding board; role play; fact gathering; exploration of the issues through discussion)

1

Help the worker to resolve difficulties in the workplace or partner relationships

2

Represent or accompany staff in work with other agencies

3

Involve staff in decision making

4

Deal sensitively, but clearly, with complaints about staff

5

Assist and coach staff, where appropriate, through the complaints procedure



September 2017

• Stage 5 – consultation • The consultants offer their help on answering the key question

• Stage 6 – conclusions: • The case presenter has time to reflect on what they have got from the session • The note taker follows up after the session with a written record for everyone who

participated

Good supervision

• Supervision is only effective and positive for individuals and the organisation if it is carried out by the ‘right’ person

• Supervisors need to be competent, clear about their roles and responsibilities and know where to access additional advice where needed

• While supervisors are normally the line managers of staff, it is not always the case, and careful thought needs to be given to ‘matching’ staff to the most appropriate person

• This needs to be a positive, trusting relationship for all involved, and if there are tensions between individuals this is not going to be the case

Roles and responsibilities

The quality of the relationship between the supervisor and the supervisee that determines whether supervision is effective or not…There needs to be a degree of trust and genuineness and respect between them in order to create a safe enough environment tor supervision to take place” (Hunt, 1986) Receiving supervision:

• Prepare for each supervision meeting by reviewing notes from the previous meetings and thinking about things you want to raise and discuss

• Be ready to share your thoughts and ideas in the meetings – particularly around risk and discussing clients where you are ‘stuck’

• Be open about what has gone well and what was difficult • Be ready to plan and undertake training and other development activities as agreed with your

supervisor • Check and read the record of your meeting and make sure you follow through and complete

any actions as agreed Supervisors should:

• Use the appropriate paperwork to record outcomes and actions • Plan for the meeting well in advance and only reschedule in exceptional circumstances • Be well structured, giving both parties the opportunity to contribute to the agenda • Provide an appropriate setting, free of interruptions • Ask about employees health and wellbeing (support function) - need to make sure you are

‘checking in’ with staff • Not go through every case in minute detail – celebrate success, learn from what worked well,

concentrate on the ‘danger conversations’ • Properly, and promptly, record the session and share a copy with the individual (the notes

should be signed by both) What can supervisees expect?

• To receive effective and sensitive supervision • To be treated fairly • To have their feelings and opinions recognised • To raise issues of concern about their own practice or that of their colleagues • To learn from mistakes and receive appropriate professional support • To be briefed about changes • To commit to regular supervision and understand its valu

Each session should include: • An agenda – what needs to be discussed and actions from the previous session



September 2017

• Suitable paperwork to write a record of the session • No avoidable interruptions • Future dates agreed in advance • An evaluation by the employee of the supervision received

Links to the appraisal process

• Clear crossover between supervision and an organisation’s formal performance appraisal system

• During the annual appraisal system targets are set which relate to performance, activities and training needs (linked to the departmental business plan)

• These targets are then reviewed at the midway point in the year • In terms of good practice, 6 good practice case supervision sessions a year is suggested, in

addition you would need to plan an annual PRD and 6 month review

PRD

Supervision

Informal

PRD Review

Supervision

Informal

Managing the business Supervision Appraisal

Frequency As and when required 6 weeks Annual (with a 6 month review)

Focus Deal with day-to-day issues / ‘corridor’ supervision’

Management, support, learning and development, negotiation / mediation

Performance review and development planning

Features Ad hoc, informal Planned, structured, some preparation

Planned, structured, significant preparation

SUPERVISION CONTINUUM

Documents

Liverpool Waves of Hope · PDF fileLONDON 78 York Street • London W1H 1DP T: 0207 183 6790 M: ... MCN clients and a series of standard workforce development resources for the MCN