Presentation is loading. Please wait.

Presentation is loading. Please wait.

Social Work Policy and Supervision Ida Bentley Stephanie Charles Sharon Middleton Andie Oliver Workforce Development Team.

Similar presentations


Presentation on theme: "Social Work Policy and Supervision Ida Bentley Stephanie Charles Sharon Middleton Andie Oliver Workforce Development Team."— Presentation transcript:

1 Social Work Policy and Supervision Ida Bentley Stephanie Charles Sharon Middleton Andie Oliver Workforce Development Team

2 Introduction Why?  Recommendation 7 of the social work taskforce called for “clear national requirements for the supervision of social workers” this is now embedded in the Standards for employers and supervision framework Health Care Professional Council registration (HCPC) and Professional Capabilities Framework (PCF) Portfolio and need to evidence reflective practice and changing nature of Continued Professional Development Performance - you have confirmed that it is, at best, uneven! It is a vital tool, especially when the pressure is on, to support delivering consistent, quality services

3 Objectives for the session Present Priority Preparation Participation Purpose Paperwork Product

4 Present Rating of current supervision

5 What is good? Highlights/supports good practice; has benefitted my clients Very supportive of personal circumstance; honest and critical Security, discuss difficult issues Reach full potential; peace of mind; trust; fair, but also firm Work is valued; thanked for efforts; Learning experience; tasks are clear and achievable Learning and development; team issues and impact on practise Put forward ideas; personalised; consultation; exchange views Positive feedback; 2nd opinion relating to more complex cases

6 What is good? Development needs, practice issues, case/work loads, complex cases Personal matters affecting work; personal development Guidance to enhance skills; listens; realistic aims I feel better after supervision; positive praise Part of my reflection process; confidence in my abilities Protected time; positive and challenging experience

7 What is less good? Do not feel had any support regarding personal development Feel that I am treated differently to my colleagues No positive feedback where good outcomes No record of our concerns and no safety net Focuses almost purely on casework Lack of focus on personal issues or professional development

8 What is less good? Not receiving Supervision notes soon after Managers follow up actions are not always followed up Quality of work suffering as informal networks have been dissolved Often feels rushed; sometimes not enough time Sometimes not a priority for either of us because of time Different managers and at times no supervision due to transition Supervisions having to be rearranged/cancelled

9 Conclusion You’ve told us how poor or irregular supervision: Damages morale, leaves people unvalued, adds to confusion and a lack of direction, misses concerns reaching senior managers fails to help you develop confidence, skills or career Whilst rounded, regular supervision: sees people motivated, gives alternatives, enhances development, helps prioritise cases, supports efficiency, makes you want to stay here and benefits your service users

10 Present - Replaces National Occupational Standards for social workers and the GSCC Code of Practice for Social Care Workers.  An holistic approach which forms part of what can be expected from social worker at each level on the social work career pathway. Applies to all social workers in all roles and settings. Sets out the profession’s expectations in terms of career and professional development. Helps to shape social work from the point of qualifying. Used to inform career and professional development mapping out career progression. Professional Capabilities Framework (PCF) and The HCPC professional standards for Social Workers

11 Employer Standards for Social Workers: 1.Have in place social work accountability framework. 2.Effective workforce planning systems. 3.Implement effective systems to manage workload and case allocation. 4.Make sure social workers can do their jobs safely and have the tools and resources they need. Present - 6. Provide opportunities for CPD, access to research and practice guidance. 7. Maintain professional registration. 8. Establish effective partnerships. 5. Have regular and appropriate social work supervision

12 Ensure supervision is incorporated into the organisations accountability framework. Promote learning, sharing knowledge and reflection. Provide regular supervision training. Undertake regular and consistent supervision. Additional professional supervision. Sessions last at least one and a half hours. Monitor frequency and quality. Priority – Employers should: NQSW weekly supervision for the first 6 weeks, fortnightly for the first 6 months and monthly thereafter.

13 Time between supervisions

14 Supervisor preparation

15 Supervisee preparation time

16 Supervisor prepares - well Yes, reads case notes on Paris, researches any relevant training. Things from last supervision, research of interest. Appropriate training courses, suggestions and help to improve practice. Yes, thought about the supervision and prepared for it. Prepares agenda, information from managers meetings.

17 Supervisor prepares – some Yes - list of things to discuss, paper work ready Probably - different ways to approach cases prepared with own agenda items Yes - agenda items Yes - previous supervision, awareness of cases Yes - books planned amount of time, managerial actions not always followed up Yes - reads the case notes Yes - notes regarding case load, only do case loads

18 Supervisor prepares – little or less Minimal and mainly case management I think - at times. Other times no No comment Not really None

19 Preparation Supervision arrangements established, agreed and recorded. A written supervision agreement is produced. (Appendix 1 – Supervision pro forma) Revisit previous supervision record. Allow sufficient preparation time. Agree an agenda for the meeting..

20 Participation Attend supervision meetings regularly and punctually. Be open and share information. Give and accept constructive feedback. Engage in reflecting, thinking and exploring options. Issues and actions discussed at the meeting briefly recorded (Appendix 2 – Supervision record). Responsibility for secure storage of supervision records. N.B. Group supervision does not rule out individual supervision. Annual Appraisal will take place in line Directorate policy.

21 Purposes Managerial Developmental Supportive Mediation Safeguarding

22 Managerial Policy and procedures known and followed. Roles and responsibilities clear and understood. Work monitored; quality, quantity. Allocation: actions, review, oversight. Expectations: performance, reporting, recording, sharing.

23 Professional knowledge, skills and competence. Assessment of learning and development needs. Critically reflect on work and learn constructively. Constructive feedback; problem solving approaches. Professional learning used to retain registration. Developmental

24 Supportive The personal and emotional impact of the work. Monitoring health and well-being. Responding to situations where staff are subject to abuse from whosoever. Timely resolution of work-related conflict. Enabling the person to be able to work effectively.

25 Mediation Engaging the individual with the organisation (and vice versa). Communicating the needs and concerns of staff and resource deficits and their implications. Enabling contribution to policy, practice and development. Facilitating positive, enabling professional relationships. Consultation and briefings.

26 Risk assessment & management Risk estimation. Judgement. Evaluation. Plan to reduce risk. Supervision recording steps.

27 Safeguarding Supervisors need to be alert to: - a situation that may have been missed - the need to provide guidance and support - the potential that a supervisee may be directly involved in behaviour that is abusive Be aware of the Council’s Whistleblowing policy and the Public Interest Disclosure Act 1998.

28 Paperwork Staff Supervision Policy: - Appendix 1 - Pro forma agreement - Appendix 2 - Supervision record - Appendix 3 - Supervisee feedback form Case Studies - Activity

29 Which of the cases would you want to explore further from a reflective stance? Why?

30 Case study – considerations? Support for Dianne Evaluate levels of stress and ability to manage workload. Impact of home life on work. Counselling PCC or Occupational Health. Possible consideration of no new allocations.

31 Case study – recommendations? Dianne’s learning and development?? Career Development? Dealing with the impact of suicide and self harm? Advanced care planning?

32 Products Clear communication about roles, responsibilities and accountability. Manageable and appropriate work loads in a supportive climate. Enhanced and evidenced professional development. In order that the service to the citizenry is delivered and the best interests of service users are promoted.

33 Quality Assurance Grandparent role through case review ? Audit of ? frequency Repeat questionnaire ?? Supervisee / or can provide dates of last 12 months at any time... Future = e-method Monitor frequency and quality against clearly stated expectations

34 Thank you! Any questions

35 Key Document Links  Supervision Policy Document  les/files/Staff%20Supervision%20Policy%20%5BProof%2 05%5D les/files/Staff%20Supervision%20Policy%20%5BProof%2 05%5D  Professional Capabilities Framework   Standards for employers and supervision framework  for-employers-and-supervision-framework


Download ppt "Social Work Policy and Supervision Ida Bentley Stephanie Charles Sharon Middleton Andie Oliver Workforce Development Team."

Similar presentations


Ads by Google