Practice Model for Supervisors Supervisors are the Engine of Change

By the End of this Session You will be able to:  Demonstrate your ability to review casework and hold discussions with staff to move them to model fidelity  Utilize and facilitate a case consultation to ensure staff understand the 5 essential practice areas/skills when working with families  Describe the 2 ways to bring the focus back into a case  Describe 3 typical methods to use when assisting staff with long-term cases

How Will Change Happen? You Are the Engine of Change

Practice Model for Supervisors

Competencies SUP Ability to direct workers in the agency’s Practice Model, including engagement, building partnerships, focusing on pragmatic everyday life events, targeting measurable prevention skills, and being culturally responsive SUP Ability to guide and coach unit staff in developing interviewing skills, including identifying gaps and needs in workers’ interviewing skills SUP Ability to understand the principles and tenets of the agency Practice Model and their importance in ensuring effective child welfare services and the types of activities and interventions that reflect and promote best practice

Milestones to Solution-Based Casework 4

It Changes the Meaning of Assessment Interviewing Partnership: Milestone

Let’s Sort this out … Assessment Interview Interviewing toward Consensus Summary  Normalizing challenges  Tracking family life  Search for Exceptions  Separate Intentions vs. Actions Consensus Summary Safety & Risk Safety & Risk

Normalizing Tracking Searching For Exceptions Separating Intentions from Actions Comprehensive Assessment

Normalizing ???? Searching For Exceptions Separating Intentions from Actions Comprehensive Assessment

Normalizing Tracking ???? Separating Intentions from Actions Comprehensive Assessment

Stages of Family Life Sequencing Activity

What are Everyday Life Situations

How do we Organize Assessment? 12 Family PlanIndividual Plan 1.What developmental stage are they in? 2. What everyday situations does the family struggle when it comes to caring for their children? 3. How does that situation actually happen when it works, and when it doesn’t. 1. What personal issue(s) does one or more parent have that makes caring for the children difficult? 2. What is their Pattern of unwanted behavior? 3. What skills do they have about managing their personal behavior issue?

why both?

What kind of Family Plans ?

What kind of Individual Plans ?

The Big 5 C riminal Behavior A nger/Control (DV) S ubstance Abuse E motional Stability S exually Abusive Behavior

Let’s Practice Pulling the Consensus Together Consensus Summary: Milestone 19

Milestone 2 Planning is: Getting Organized. First Generally, then Specifically.

Phrasing an Objective 3 PARTS to Each Objective WHO will UseWHAT PlanWHY (Safety Purpose) The family will use..…their plan to safely discipline their children or ….their “Family Chores Plan” to safely discipline their children ….so that the kids learn to do their chores and everyone is safe from physical harm Dad will use ….. ….his “Keep Cool Plan” to manage his temper particularly when disciplining his children so that they are safe from physical harm.

Developing Specific ACTION Plans Getting Specific: Milestone

“I will try to go for a walk after dinner with the kids at least a couple of times a week because walking picks up my spirits” “…..and the kids and I will put a happy heart sticker on the calendar whenever we take a walk”

What Skills are We Talking About ? Identify difficult situations/triggers Identify early warning signals P revent high risk situations I nterrupt risk situations not avoided E scape situations not interrupted Able to:

Noticing and Anchoring Real Change Documenting and Celebrating: Milestone

1.Daily Journal 2.Scaling Feelings or Accomplishments 3.Chores Chart 4.Buddy Report 5.Appointment Calendar 6.Providers report specific to tasks 7.Practice observations from Visitations Suggestions for Documentation Approaches

1.Anticipate change 2.Verbal acknowledgment 3.T-charts 4.Collect stories and examples 5.Call an FTM (or an FSTM) 6.Have a celebration party 7.Provide a certificate 8.Memory book of change 9.Write and mail a card 10.Share good news with support team Suggestions for Celebration of Change

Practice with Case Information Supervisory Guide to Key case Review Items Handout: Supervisory Guide to Key Case Review Items

Supervising for Child Safety Child Safety Framework

Supervisor’s Role in Case Management Drawn from: Solution Based Casework Published by Aldine Transaction 1999; Pages

Supervisor’s Role in Case Management Drawn from: Solution Based Casework Published by Aldine Transaction 1999; Pages

Competencies SUP Ability to recognize the impact of parallel process between the supervisor and caseworker on the relationship between the caseworker and the client

The Parallel Process SUPERVISOR WORKER FAMILY “As supervision goes, so goes the case work”

The Parallel Process and our Practice PAIR - N – SHARE ACTIVITY: Pair up with your neighbor Thinking about our practice model and the CSF; – What would you do in supervision to parallel/model our practice standards? – What would you not do?

“The simple act of asking the client’s opinion about what might work conveys a willingness to be influenced by the opinions of the family members” Partnerships experiment with possibilities

How to Help Workers Maintain their Focus

Competencies SUP Ability to assist staff by keeping case focused on everyday developmental and management tasks that interrupt family functioning

Maintaining Case Focus Two techniques to return focus: 1.Steer conversations back to everyday developmental issues 2.Assist the worker in tracking the sequence of problem patterns

Leverage This Workers learn quickly what interests their supervisor

What They Should Hear from You Thinking developmentally Tracking problem patterns Tracking plans and progress

What Should They Hear from You Get them thinking developmentally Almost always start a case discussion with “who is in the family” Ask about developmental stages and challenging tasks they might face Ask about specific tasks that this family is having difficulty with

Hearing Your Interest in Tracking the Problem Pattern Assist workers to track a family sequence Stay curious to get to specifics Focus on entire case, not just the initial assessment “Bring me up to date on how the family is handling {a specific situation}”

Hearing Your Interest in Tracking Plans and Progress 1) The Family has agreed to spend more fun time together. “We are planning to do 1 fun activity together (decided Wednesday afternoon) each week on Saturday afternoon, and record that we did it with a sticker on the family calendar” 2) I will try to express my feelings more and in a better way. “I will share my feelings (pos, & neg,) with my friend Sally in a phone call twice a week, and read from my personal journal to her. She will also keep track of our phone calls.”

Staying Focused on Long Term Cases Have we become part of the problem? What is the impact on the continuing issues?

Tips for Re-working Long-Term Cases Re-establish the partnership Credential change Return and re-assess the original issues, safety threats, and risk Re-evaluate the case plan and services

Case Consultation Process Developing Practice Skills as a Team

Case Consultation Process Developing Practice Skills as a Team Sequencing Activity

Case Consultation Agenda: Let’s Review Who is in the family? What family issues brought this case to our attention? What are the individual issues? What are the families’ strengths and skills? Do we have a consensus about direction? Do we have action plans in place? Handout: Case Consultation Guide

Case Consultation Process Let’s Practice

Now What? Review Questions Next steps: – Case consultations – Case review – Connect with your coach

Summary Supervision is a mentoring process whose principles run parallel with good casework Key Elements Of Successful Case Management: – stay focused on every day life events, and – ensure that tasks lead to specific skill development Influence of the Supervisor