An independent investigation into the care and ... - Hundred Families
An independent investigation into the care and ... - Hundred Families
An independent investigation into the care and ... - Hundred Families
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
social service staff; poor communication; lack of leadership; falling asleep at meetings;<br />
concerns to do with several serious incidents involving CMHT patients.<br />
10.13 Team manager 1 expressed her concern about <strong>the</strong> difficulties she had experienced<br />
managing senior social worker 1’s poor performance <strong>and</strong> said that <strong>the</strong> advice she was<br />
receiving from <strong>the</strong> LBE human resources department made it difficult to do this<br />
effectively. She told us that following senior social worker 1’s return from suspension <strong>and</strong><br />
sick leave she was told:<br />
“…he was on a phased return. I was <strong>the</strong>n told that I could not manage him while<br />
on a phased return. He has a long phased return <strong>and</strong> when he finally came back<br />
on his full time hours, I was <strong>the</strong>n told by [human resources], you have to start<br />
back again with <strong>the</strong> original performance targets”<br />
10.14 She said trust management had not given her enough support:<br />
“I needed [human resources] support ... I had been asking senior management for<br />
assistance since 2009 with <strong>the</strong> issues I was facing with some of <strong>the</strong> members of my<br />
team.”<br />
10.15 Team manager 1 <strong>and</strong> lead nurse 1 told us that <strong>the</strong> CMHT worked round senior social<br />
worker 1’s shortcomings. For example, when she started as manager of <strong>the</strong> team, senior<br />
social worker 1 was unable to produce records of his supervision of social work staff<br />
covering <strong>the</strong> previous three months. Consequently team manager 1 <strong>and</strong> lead nurse 1 took<br />
responsibility for <strong>the</strong> supervision of <strong>the</strong> staff.<br />
10.16 Lead nurse 1 was also given responsibility for allocations as:<br />
“<strong>the</strong>re was a history of [senior social worker 1] not making <strong>the</strong> allocations ei<strong>the</strong>r in<br />
a timely manner or that <strong>the</strong>y went missing, so this was historical.”<br />
10.17 According to lead nurse 1, senior social worker 1’s performance had an adverse<br />
impact on <strong>the</strong> CMHT team <strong>and</strong> as a result she took on <strong>the</strong> role of duty manager because:<br />
“There was no feeling of real support or that people could trust his decision-<br />
making, <strong>and</strong> when discussions were being had in MDT [multi-disciplinary team]<br />
49