Robert Newlands has over 30 years of experience in social work, including managing child protection services and teams. He is skilled in performance management, developing multi-agency partnerships, and improving referral processes. Currently he is seeking a senior management position where he can utilize his expertise in safeguarding, quality assurance, and developing high performing organizations.

1. CURRICULUM VITAE.
Name: Robert Newlands
Address 37 Vicarage Road , Ware, SG12 7BG
Email rnewlands@me.com
Telephone 07576 050350
HCPC registered no ; SW37210
EDUCATION.
Middlesex University 1990-1994 BA (hons) 2:1 Criminology and the
sociology of deviance
University of East London 1992-1994 Diploma in social work
Since qualifying attended numerous short courses and conferences covering
both social care and management knowledge and skills
MEMBERSHIPS:
BASW
BAPSCAN
PROFILE.
Qualified social worker, HCPC registered. Highly experienced senior / service manager
with over 30 years experience in a wide range of social work settings. Extensive
knowledge and experience of social work with a particular emphasis on safeguarding
and referral process’s. Highly motivate and committed to ongoing improvements and
supporting organisations to become learning environments. Skilled change agent with
an excellent understanding of the legislative framework social work operates under, the
changing political climate and the challenges presently facing the profession, latest
reforms within family law , adoption and children with special needs and the new
OFSTED inspection framework. Committed to performance management , with a focus
on staff achieving high standards and working together, experienced and a belief in
multi agency solutions to social work challenges. Experienced in recruitment and

2. retention and the recognition that high performing organisations need high performing
staff.
SKILLS and AREAS of INTEREST
• Referral and access to services, improved practice, consistent use of thresholds,
effective decision making , multi agency and disciplinary systems.
• Extensive experience in managing referral and assessment services, with a
particular interest in timely and effective assessments resulting in clear outcomes
and decisions
• Working directly with social workers and team managers to improve practice,
direct work skills, analysis, communicating with children and decision making,
• Developing multi agency front doors similar to a MASH, project management,
procedures and process’s, engaging with partner agencies, and IT solutions.
• Recruitment and retention of social work staff, developing strategic action plans to
increase recruitment of high quality staff and to focus on activities that keep staff
• Development of high quality staff, through effective training, reflective supervision
appraisals and consistent management. Working directly with managers on a
range of staff related matters , including performance.
• Excellent knowledge of ICS and other IT systems, including the integration and
support of significant updates and changes.
• Working through managers and staff to develop a performance management
framework that has a shared focus on both quality and quantity. Assisting staff
and managers in more effective and organised interventions.
• Developing and improving court based services in response to the family
proceedings review and recent legislative changes, focus on alternatives to expert
assessments and effective interventions.
• Working across services and developing effective working relationships with
partners, through effective shared and joint working and developing of protocols.
• Developing services for 16/17 year olds at the cusp of care and or requiring
alternative accommodation.
• Working with missing children , through developing effective protocols and joint
working relationships with partner agencies.
• Managing budgets and working towards reducing overspends, with particular
focus on high expenditures due to locum staff, out of borough/ council
placements, and expert assessments
• Managing services responsible for investigating and assessing allegations against
professionals . With a particular emphasis on working wit partner agencies.
• Very experienced in managing child protection services, ensuring effective use of
thresholds, effective relationships with partners, clear decision making , skilled
investigations within timescales and appropriate procedures.
• Joint work with adult services with a particular interest in parents with a learning
disability.

3. • Improved outcomes for looked after children with particular focus on the journey
of the child, ensuring effective and immediate responses when first
accommodated and transitions to other services
EMPLOYMENT HISTORY.
Staffordshire County Council
November 2015 to July 2015 ; County manager, Specialist Safeguarding Units and
CAMHS social work team: East and Mid Staffordshire.
Interim cover from November initially for East Staffordshire and then on resignation of
further county manager , Mid Staffordshire. Responsible for the management of a
number of social work teams providing a range of services including but not exclusively
single assessments, CIN, child protection , court work, direct work with children and
families, looked after children. With a particularly emphasis on performance
management, ensuring services are provided in both a timely manner and to a high
standard with a focus on outcomes for children.
 Focus on maintaining high quality service through regular audits and embedded
performance management system
 Regular supervision of managers
 Management of CAMHS social work team and development of responses to sec
117 assessments
 Development of action plan for children’s services concerning issues of mental
health responsibilities such as sec 85 responsibilities, joint working with adults
and camhs, joint training , DOL’s
 Having identified concerns cooperated with a joint enquiry with LADO and CQC
concerning standards at local tier four private mental health resource for young
people with significant mental health concerns. Attended various meeting and
met with partners to develop future support for service
 Chairing of CSE panels, occurred monthly dealing with mid to high risk cases,
multi agency membership, responsible for identifying links around CSE possibly
common perpetrators and or locations, ensuring all agencies aware and involved
in preventing further abuse.
 Member of LSCB policies and procedures group.
 Prepared weekly performance management reports on key indicators and
timescales for AD and quarterly review of service for DCS
 Undertaking of regular and targeted audits
 Completion of stage 2 complaints and MPs enquiries
 Assisted in the updating of the business continuity plan
 Management of recruitment and retention of social workers, during a particularly
challenging time for mid Staffordshire who were experiencing a significant level
of staff movement
 Chaired monthly legal gateway meetings for service area

4. London Borough of Southwark.
November 2014 to November 2015 , Interim Practice Group Lead, Quality assurance /
LADO
Senior manager within quality assurance unit with specific responsibility for managing
allegations against those who work with children
 Provision of support guidance and supervision to a number of chairs of
conference and IRO.s
 To take the lead on complex cases involving allegations of professionals or
volunteers working with children
 To undertake audits and reviews on specific areas of practice ie CSE,
 To report to LSCB on matters relating to role of LADO with specific responsibility
of preparing and presenting an annual report on allegations against those
working with children to the board
 To provide support and guidance to social work teams on matters of practice and
standards
 To take the lead on various performance management issues, ensuring
standards are maintained and challenges identified, ie CP plans
 Support practice improvement across the service ie conference reports
 Updating procedures concerned with allegations management
South Gloucestershire
July 2014 – October 14 Interim Improvement Manager.
Directly responsible to the AD, to assist and prepare services for inspection and review
of services to identify areas of strength and areas requiring improvement.
Achievements in post
• to help change the culture of the organisation to one focused on practice,
interventions and continuous improvement
• Undertake review of inspection reports, recent audits and focus groups with staff to
identify area requiring improvement.
• Complete further targeted audits on case files to review quality of interventions,
assessments and decision making
• To develop and present workshops to asocial care staff on key areas requiring
improvement such as care planning , assessments and interventions
• Observe and provide feedback to managers on supervision practice.
• To help develop and introduce group supervision to the social work teams
• To support and mentor practice managers
• Provide regular reports and analysis of service to AD and DCS
• To provide and analysis and support to change programme.

5. • To review and analysis the effectiveness of the local authorities front door and
provide recommendations for any required improvements
• To work alongside service manager to help develop action plan around required
improvements
• To assist in developing an effective performance management culture
• To work alongside other improvement managers and senior management team to
develop and change programme.
London Borough of Hillingdon
November 2013- April 2014. Interim Service Manager, Children’s Social Work and
Family Support
Responsible for the management and development front line services: Referral/ MASH
team, 2 X Social work teams comprising 6 pods/ units each, parenting assessment
team, emergency duty team, and asylum intake team.
Direct line management and supervision of 6 team managers and MASH project
manager, and up to 60 social workers.
Service area responsible for managing childrens services front door and all new
contacts and referrals, undertaking of child protection enquiries, completion of single
assessment and direct work with children and families, working with children and
families subject to CP plans, undertaking work under the PLO, including pre
proceedings and initiating public law applications. Also managed asylum intake team
who worked closely with Heathrow airport and UK border force in not just managing
UASC but children and young people suspected of being trafficked.
Achievements in post.
• Took over post , day one of OFSTED inspection, supported service and staff
through process. Provided inspectors with information as required and prepared
responses to questions and issues.
• With senior management team developed improvement plan for service ,
following outcome of inspection.
• As part of improvement plan , introduced audit programme, resulting in significant
increase in audits completed , included targeted audits with service presenting
outcomes of audits to AD.
• Introduced a more robust performance management approach to service, with
managers and teams having access to more effective information and meeting
with AD ands DCS on a monthly basis to report on progress , challenges and
improvements.
• Focus on recruitment, saw a significant increase in new appointments of
permanent staff

6. • With project manager made progress towards development of a M.A.S.H in
Hillingdon, agreement for agencies to provide resources, process’s agreed, focus
on ensuring consistent interpretation of thresholds
• Work with teams in improving direct work with families, including implementation
of single assessment process and use of signs of safety
• Improvements in assessments completed on time, reduction in assessments
incomplete, work on reducing caseloads
• Introduction of changes and developments to work with courts following family
justice review and changes in legislation with a particular focus on reducing
timescales
• Work with parenting assessment team to develop earlier intervention to families at
the cusp of care.
London Borough of Waltham Forest
March 2013 to Nov 2013. Head of Safeguarding and Family Support.
Responsible for the management and development of front line safeguarding services
including, referral and advice team, 8 safeguarding teams, CWD team, Adolescent
support team, parenting assessment team, emergency duty team, and direct support to
16/17 homeless team, service comprising 2 deputy heads of service, 12 team managers
and approx. 70 social workers and senior practitioners.
Responsible for a broad service area including the management of services front door
and its links with early intervention, social work teams providing a range of services and
interventions for children and young people and their families whether children in need
or in need of protection, applications within the public law arena. Managing children with
disabilities team, with a emphasis on reviewing eligibility, links with early intervention
and short breaks. Undertaking a review of EDT services with consideration of cross
borough developments. Over financial responsibility for service, regular forecasting and
reporting on a budget of approximately £3m
Achievements in Post
• Lead in developing services and response to children subject to child sexual
exploitation, chaired LSCB sub committee and social services lead in specific joint
investigation with police.
• Development of MASH within Waltham Forest, appointed project manager,
agreed and planned for police to co-locate with referral team, implanted improved
links with early intervention services, chaired implementation project group , in
discussion with IT regarding new it systems, representative at London
stakeholder group responsible for overseeing developments across London.
• Work with 3 other London boroughs to develop four borough EDT service,
represented local authority on strategic board , provided reports and updates to
AD and others,

7. • Lead in developing a response to increased in numbers of intentional homeless
and those NRPF requiring housing. Close working relationship with housing to
develop agreed protocols and shared assessment process , links with London
wide group with links to home office. Update reports to scrutiny board and agreed
strategy with members.
• Introduction of single assessment process and increased focus on performance
management , with focus not just on timescales but improved outcomes and
effective interventions. Improved performance across teams as to workflow from
contact through to closure or transfer.
• Lead senior manager in supporting the implementation of significant upgrade on
ICS system, worked with software developer to agree templates and process,
setting up training and updates and agreeing implementation process.
• Assisting in developing a recruitment and retention strategy with emphasis in
reducing reliance on locums. Improved recruitment and reduction in number of
locums achieved , through a rolling programme of advertising , use of website and
regular interview slots , saw an increase in successful recruitment, including
developing micro web site
• Financial responsibility for budget of approx. £3 million
• Leading change and development of safeguarding teams, consulting through a
restructuring and initiating a single assessment process.
• Senior management lead in ICS and frameworki, overseeing on-going
developments and upgrades
• Managed significant backlog of assessments with children with disability team,
review of thresholds and improved links with partners and early intervention
services.
• Ensured improved responses to looked after children, with a focus on the voice of
the child and their journey within the care system, Improving early decision
making and receiving children into care, with better transitions to looked after
teams.
Welcome Foster Care: Independent Fostering Agency.
Independent chair of fostering panel 2010 to Jan 2016
Chair since opening of agency, developed panel and regular appraisal of other panel
members. Assisted organisation at start of business to develop effective assessments
of foster carers, appropriate and effective relationship with panel, supported OFSTED
inspection resulting in good outcome.

8. Buckinghamshire county Council, Children Services, Safeguarding.
Sept 2007 to February 2013 : Operations Manager/Head of Referral ,Assessment and
Protection (North) :
Responsible for managing 5 front line teams comprising over 50 social workers and
social work assistants. Teams provide a range of services including referral and
assessment, child in need, child protection and court work. Also responsible for a family
centre providing services to families in need. Responsible for budget of £2m
Achievements in post.
• Managed the reorganisation into referral and assessment teams and Children in
care teams. Including managing staff changes and preferences, identifying and
managing case transfers, setting up new protocols and arrangements. Informing
partners of changes.
• Later further redesign of service following Monroe review, specifically referral and
assessment into ‘First Response Team’, this including developing new protocols
and workflows, communications strategy and team development. Also developing
single assessment teams, responsible for competing assessments and working
with children and families unless becoming looked after.
• Through developing a more performance management culture , improved
performance on timescales for initial and core assessments. Improved
performance on repeat referrals and child protection plans
• Chaired recruitment and retention working group, helped develop more consistent
approach to advertising , setting up and running of recruitment open days, saw a
reduction from over 50% locums to only 6 locums when resigned.
• Help develop service for adolescents at the cusp of care,
• Responsible for managing a budget of nearly £2m, inherited an overspend of
several hundred thousands which became an underspend in last two years of
employment.
• Managed the service through 3 OFSTED inspections, including 2 unannounced
focused on my service area. Saw Buckinghamshire move from adequate to good
during this period and also becoming a 3 star authority. This was achieved by
developing a culture of continuous improvement, embedding good practice with a
focus on outcomes, and ensuring all staff were committed to a performance
management culture
• Assisted in the design of a county wide court assessment service, with the
objective of reducing reliance on the use of external experts
• Developed an effective inter agency approach to managing and monitoring
missing children, thorough setting up monthly multi agency panel responsible for
reviewing high profile cases, and ensuring protocols and procedures adhered to.
Responsible to local safeguarding board , through regular reports.

9. •
Responsibilities:
• Managed up to 7 direct reports and over 50 social work staff
• Managed the LADO and oversight of investigations into other professionals
• Chaired LPM.s and responsible for decisions on whether to initiate proceedings
and to accommodate children.
• Responsible for managing , forecasting and reporting of budget.
• Involved and managed several restructures of services within Buckinghamshire
• Member of several sub groups and working parties for LSCB
• Part of the senior management team responsible for overall development and
oversight of children services
• Domestic violence lead , member of working party to review strategy.
• Helped develop inter agency protocol for working with parents with mental health
problems
• Assisted in annual review and conversation of children’s centres
• Ensure complaints were dealt with appropriately and in a timely manner.
London Borough of Redbridge, Childrens Trust
April 2003 to Sept 2007; Manager Child Protection Enquiry Team
Main duties and responsibilities: management of a multi disciplinary team comprising
health, education and social work staff responsible for child protection enquiries,
working with children subject to CP plans , initiating public law applications. Also
supervision and performance management and reviews of staff. Staff recruitment,
financial and budgetary responsibilities, business planning, service development,
Achievements and responsibilities;
• Helped develop, implement and run multi disciplinary child protection enquiry
team, with responsibility for overseeing all child protection investigations
• Services LADO responsible for overseeing all enquiries on professionals ,
including chairing all meetings and working across agencies.
• Responsible for providing reports and analysis of new CP teams progress and
outcomes
• Member of LSCB, chair of LSCB training executive; responsible for developing ,
implementing and monitoring multi disciplinary training plan service development,
collection and reviewing performance indicators, member of local MAPPA ,liaison
with partner agencies.

10. March 1999 to April 2003 Manager Child Care Team Manager
Management of a team of social workers responsible for the provision of services to
children under 11 and their families, including children in need , children looked after
and child protection. With other managers and service manager development of the
service. Annual business plan , performance management, and financial management
of team budget
London Borough of Barking and Dagenham:
November 1997 to March 1999 senior practitioner.
Responsible for caseload of children and families, comprising children in need, children
looked after and children on the child protection register. Undertaking assessments and
child protection enquiries, developing plans including direct work with children,
preparation for adoption through life story work and ensuring voice of the child present.
Preparation of reports including for court and child protection conferences , to represent
local authority and give evidence in court proceedings. Member fostering and adoption
panel.
Children Board, States of Guernsey
Manager adolescent support services September 1994 to November 1997.
Management of a team responsible for providing support services to adolescents and
their families including young offenders, Development of a youth offending policy and
service and overseeing its implementation. Management of two bedded secure unit.
Member of management development group. Liaison with key agencies. Out of hours
manager.
London Borough of Enfield.
September 1988 to September 1994; intermediate treatment Officer.
Caseload of young offenders, preparation of court reports, alternative to custody
programmes, bail support and cautioning. Significant role in the development of bails
support programme, cautioning policy , set up and managed motor project.

11. Miskin Project ( South Wales welsh office funded project).
September 1985 to July 1988 project worker
Help set up and develop project focussed on young offenders, specifically alternative to
custody programmes and bail support programme. Responsible for the projects
monitoring and research, presented work of project at variety of conferences,
workshops and presentations
Cambridgeshire County Council
April 1984 to September 1985 Intermediate treatment officer , Peterborough
Preparation of court reports, implementation of alternative to custody programmes,
direct work with offenders nad their families. Development of motor project with the
involvement of the voluntary and private sector.
Hertfordshire County Council
April 1980 to June 1983 residential social worker (Crouchfield CHE , Secure Unit)
As part of a team of team provide day to day care and support to a group of young
people, key worker to individual young people, group work and working alongside art
and drama therapist.