Building a safe, confident future · 4 Building a safe, confident future We know also that capacity across the social work service is very stretched. It will be difficult for those

Building a safe, confident future

The final report of the Social Work Task Force: November 2009

Build

ing a safe, co

nfid

ent future The final rep

ort o

f the So

cial Wo

rk Task Fo

rce

The Social Work Task Force is an expert group, jointly appointed by the Secretaries of State for Health, and Children, Schools and Families, to advise the Government on social work reform

You can download this publication online at http://publications.dcsf.gov.uk

Search using ref: DCSF-01114-2009

ISBN: 978-1-84775-588-9

D16(8480)/1109

© Crown copyright 2009

Extracts from this document may be reproduced for non-commercial research, education or training purposes on the condition that the source is acknowledged. For any other use please contact [email protected]

8480-DCSF-Final Report on Social Work Task Force-COVER.indd 1 30/11/2009 14:31

The final report of the Social Work Task Force 1

Contents

Foreword 3

ExecutiveSummary 5

Introduction 13

Chapter1:StartingOut 15

Chapter2:Time,ResourcesandSupport 28

Chapter3:ProfessionalDevelopmentandCareerProgression 37

Chapter4:Leadership 45

Chapter5:PublicValueandUnderstanding 48

Chapter6:ACohesiveandPurposefulSystem 51

ANNEXES

AnnexA: Organisationsandworkloads 57

AnnexB: ExecutiveSummary Facing Up to the Task: the interim report of the Social

Work Task Force 61

AnnexC: MembershipoftheSocialWorkTaskForce 69


Foreword

Moira Gibb CBE Chair, Social Work Task Force

OurremitletterfromtheSecretariesofStateforHealthandforChildrenSchoolsandFamiliesbeganbyrecognisingthat“thejobsocialworkersdoiscriticaltothenation.Theyplayanessentialroleinprotectingchildrenandyoungpeoplefromharmandinsupportingpeopleofeveryage.Theworktheydocanbedifficultandverydemanding,requiringcarefulprofessionaljudgementsthatcanmakeallthedifferencetothosetheyserve”.

However,theletteralsoacknowledgedthattheprofessionisnotcurrentlyflourishinginEngland.Thechallengesfacingtheprofessionwereunderlinedforusinourmanyopportunitiestomeetwithandhearfromfrontlinepractitionersandserviceusers,aswellasmanagers,educators,electedmembers,regulatorsandobservers.

Itwasrelativelystraightforwardtodevelopacritiqueofthecurrentproblems,particularlythosefacedbysocialworkersinthestatutorysectorandmostextremelybythoseonthefrontlineofchildprotection.Weheardalsoaboutchangingpolicyexpectationscausinguncertaintyinadults’services.Weheardevidenceofsteeplyrisingdemandinsomeareas,addingfurthertoasenseofdeepconcern.Inourinterimreportwesetoutthemainobstacleswesawtothedeliveryofhighqualitysocialwork–andthebuildingblockswethinkmustcometogethertoproduceacomprehensivereformprogramme.Wetestedthesewithawideaudience,formallyandinformally.Therewasextensivesupportforourcritique.

Puttingthingsrightforthefuturewillbemoredemanding.

Wehavetestedoutmanyofthefifteencorerecommendationsinthisourfinalreportwithrelevantgroupsandindividuals–includingourKeyPartnersGroupandourPractitionersReferenceGroup–andaregratefulforthehelpwehavehadinshapingthem.Wearethereforehopingforsimilarwidespreadsupportforourproposals,whichwillneedparticipationfromallsectorstobecomeareality.

Workingwiththebuildingblockssetoutinourinterimreport,wehaveputforwardacomprehensivereformprogramme,allofwhichneedstobeputinplaceovertime.Nodoubtsomewillseeoneortworecommendationsasmoreimportantthanothersorwilldebatetheorderingofanyimplementationplandevelopedbygovernment.Thestability,safetyandimprovementoftheprofessionrequiresthattheyshouldallbeputinplace,withoutgaps,butneedtobebuiltupcarefullyandsystematically.Wehavelimitedourrecommendationsinnumberandkeptourreportasshortaspossibletohelpallthosewhoarekeytodeliveringthesechanges,andtothesubsequentsuccessofthesereforms,toplaytheirpart.

Building a safe, confident future4

Weknowalsothatcapacityacrossthesocialworkserviceisverystretched.Itwillbedifficultforthosecopingwithverydemandingjobstodaytosparetimetocontributetobuildinganewfuture.Asaresult,leadershipbyemployers,supportedbygovernment,isneededinthehereandnowtotaketheactionwhichwillbegintoeasethepressure.

Mostofthewaysforwardwehavesuggestedcannothappenwithoutcollaborationbetweenkeyplayers.Forexample,theeducationandtrainingofthenextgenerationofsocialworkersmustbethejointresponsibilityofuniversitiesandemployers.ButmanyothersectorbodieshaveaparttoplayandIaskthattheyprioritisethisnowaboveanyorganisationalinterests,sothatwecantogethergraspthisopportunity.

Strong,independent,nationalleadershipoftheprofessionwillalsomakeagreatdifference.Participationinthelifeanddevelopmentofaprofessiondemandsresources–principallythetimeofsocialworkersthemselveswhichisgenerallyunderthecontrolofmanagersandemployers.Thenationalcollegeofsocialworkweareproposinginthisreportwillneednotjusttheactivesupportofpractisingsocialworkers,butalsooftheiremployers.

Therealsoneedstobecollaborationonaddressingthepoorimageofthesocialworkprofession,whichasitstandsnowispreventinggoodpeoplefromseekingtojointheprofessionandspeedingthedepartureofothers.Thiswillrequireagreaterwillingnesstoexplain,avoidingtheuseofjargonandtryingtobemoretransparent.Itwillneedmuchgreateropennesswiththemedia,andmoreeffortandexpertiseintellingthepositivestories.Thiscannotbemerelyanafterthoughtbutisfundamentaltomakingthemostoftheotherreformswearerecommending.

IwouldliketothankmycolleaguesontheTaskForceandintheJointSocialWorkUnit,andallotherswhohavecontributed,fortheworktheyhaveputintoarrivingattheadviceandrecommendationsinthisreport.Theserecommendationshavethepotentialtoputtheprofessiononasafe,confidentfootingforthefuture.Thiswillultimatelybetothebenefitofpeoplewhoarevulnerableoratriskandwhoshouldbeabletodrawontheexpertiseofagoodsocialworker.Thisisagreatprizetoaimfor.

However,therecommendationsthemselvesarejustthat–recommendations.Theyneedtobetranslatednowintosustainedactioninwhicheveryonesignsuptoacommonpurpose,anddeliversontheirresponsibilities.Inshort,socialworkhasarrivedatawatershedmoment.Thisgivesusanopportunitytocometogethertobuildasafe,confidentfuture,whichallofusmustseize.

MoiraGibbCBE


Executive Summary

“Goodsocialworkersareattheendofaphone,giveconfidenceinacrisis,helpfindsolutions,giveasecondopinion,knowthelegalposition,reacttoneed.I’veneverhadaproblemwithsocialworkers.I’vehadoutstandingsupport.”

“WhenmyMamdiedthesocialworkerhelpedmetogetmynameonthetenancyofthehouseIlivedinwithmyMam.Theysortedallofthisoutandthenhelpedmetodecidewhattodonext.”

“Goodsocialworkersprovideclarityaboutwhatprogresshasbeenmade.Theytellyouwhatcanandcan’tbedone,what’scausingproblems.Keepingyouinvolvedisthemostimportantthing.”

“Theyneedtobeconfidentaboutgettingoutandlookingatandinspectingtheplacestheyhaveputchildren–fosterhomes,carehomesandsoon.Theyneedtotakealotofcaretomakesuretheyhaveareallygoodunderstandingofyoursituation.Theyshouldn’tmakeassumptions.”

ServiceusersandcarerswhospoketotheSocialWorkTaskForce.

TheSocialWorkTaskForcebelievesinthevalueofgoodsocialworkandinitsimportancetosociety.

“Whenpeoplearemadevulnerable–bypoverty,bereavement,addiction,isolation,mentaldistress,disability,neglect,abuse,orothercircumstances–whathappensnextmattershugely.Ifoutcomesarepoor,ifdependencybecomesingrainedorharmgoesunchecked,individuals,families,communitiesandtheeconomycanpayaheavyprice.Goodsocialworkerscananddomakeahugedifferenceinthesedifficultsituations.”1

Goodsocialworklikethis–andlikethesocialworkdescribedabovebyserviceuserswhospoketotheTaskForce–dependsonconfident,effectivefrontlineprofessionals.Theseprofessionalsdepend,inturn,onasystemofhighqualitytraining,regulationandleadershipbehindthem.Thissystemshouldprovidethemwiththeresourcesandconditionstheyneedtodotheirjobwell.

Whensocialworkershaveconfidenceintheirownskills,purposeandidentity,andinthesysteminplacetobackthemup,theyhaveahugeamounttooffer.Theycollaborateeffectivelywithotherprofessionalsandadapttonewrolesandexpectations.Mostimportantly,theyforge

1 Facing Up to the Task: the interim report of the Social Work Task Force (July2009).


constructivepartnershipswithpeoplewhofindthemselvesvulnerableoratriskandmakeasustaineddifferenceintheirlives.

Atpresent,however,socialworkinEnglandtoooftenfallsshortofthesebasicconditionsforsuccess.Weaknessesinrecruitment,retention,frontlineresources,training,leadership,publicunderstandingandotherfactorsareallcompoundingoneanother.Theyareholdingbacktheprofessionandmakingserviceimprovementdifficulttoachieve.Mostimportantly,peoplewholooktosocialworkersforsupportarenotgettingtheconsistentlyhighqualityofservicetheydeserve.

Atthesametime,theprofessionisbeingaskedtorespondtochange:forinstance,adaptingtothenewagendaforpersonalisationinadultservices;respondingtoheightenedpublicconcernaboutchildprotection;andplayinganeffectivepartinintegratedworkingbetweendifferentagencies.

Socialworkistooimportantforusnottopursueexcellenceeverywhere.Werecognisethatthereismuchinnovationandgoodpracticewithinthesystem.However,theyarenotwidespreadenough.Insomeplacesandorganisations,qualityofpracticehassufferedbadly.

Our ambitions for reformWebelievethereforethatthequalityofsocialworkpracticenowneedstoberaisedsignificantly,throughcomprehensive,ambitiousreform,including

●● bettertraining–withemployers,educatorsandtheprofessionalltakingtheirfullshareofresponsibilityforinvestinginthenextgenerationandinenablingsocialworkersalreadyinpracticetodeveloptheirskillscontinuously

●● improvedworkingconditions–with employerssigninguptonewstandardsforthesupportandsupervisionoftheirfrontlineworkforcethatmakegoodpracticepossible

●● strongerleadershipandindependence–withtheprofessiontakingmorecontroloveritsownstandards,howitisunderstoodandvaluedbythepublic,andthecontributionitmakestochangesinpolicyandpractice

●● areliablesupplyofconfident,highquality,adaptableprofessionalsintotheworkforce,wheretheycanbuildlong-termcareersonthefrontline

●● greaterunderstandingamongthegeneralpublic,serviceusers,otherprofessionalsandthemediaoftheroleandpurposeofsocialwork,thedemandsofthejobandthecontributionsocialworkersmake

●● moreuseofresearchandcontinuingprofessionaldevelopmenttoinformfrontlinepractice

Weareproposingasinglenationalreformprogrammeforsocialworktoensurethatthereisconcerted,co-ordinatedprogressonallfronts.

Asreformunfoldsandconditionsimprove,socialworkneedstobecomeaprofessionwhichtakesresponsibilityforthequalityofitspractice.Itshouldusethebestevidencetodeterminehowitcanbemosteffective.Itshouldberespectedandsupported,butheldfairlytoaccountbyGovernment,employers,educators,regulatorsandthepublic.


Listeningtopeoplewhouseservices–adults,youngpeopleandchildren–willbeespeciallyimportant.Fromourcontactwithserviceusers,weknowthattheirexperiencesaremixedandthatweneedtoresolveunderlyingproblemswiththeprofessioninordertoaddressthis.Socialworkreformwillnotsucceedunlessitisopentoandinfluencedbytheviewsandexperiencesofpeoplewhoknowbesttheimpactthatgood(andbad)practicecanhave.

Ourrecommendationsreflectalloftheseambitions.Weexpectthisreporttoactasaturningpointfortheprofession.

Our recommendationsWearerecommendingareformed system of initial education and training,increasingthenumberofconfident,competentprofessionalscomingintotheworkforce(Chapter1).

Areformedsystemofeducationandtrainingshould

●● beginwithclear,consistentcriteriaforentrytosocialworkcourses–withanewregimefortestingandinterviewingcandidatesthatbalancesacademicandpersonalskills–sothatallstudentsareofahighcalibre

●● providecourseswherethecontent,teaching,placementopportunitiesandassessmentareofahighstandardacrossallproviders–weare,forinstance,proposingadvancedteachingorganisationstatusforagenciesprovidinghighqualitypracticeplacementstosocialworkstudents

●● culminateinanewsupportedandassessedfirstyearinemployment,whichwouldactasthefinalstageinbecomingafull,practisingsocialworker

Theassessedyearinemploymentwouldalsoallowsocialworkerstoincreasetheirexpertiseinspecialisedareasofsocialwork,buildingontheimprovedgroundingprovidedbythedegreeandcreatingasolidplatformforfurthercareerlongdevelopment.Responsibilityforassessmentcouldpotentiallybesharedbetweenemployers,highereducationinstitutionsandtheregulator.

Thesystemforeducatingsocialworkerswillbestrengthenedbymoretransparentandeffectiveregulationandbystrongerlocalpartnershipsbetweenuniversitiesandemployers.Thisshouldgivegreaterassuranceofquality,consistencyandsupply.

Wearerecommendingtheestablishmentofanindependentnational college of social work.Thecollegewillarticulateandpromotetheinterestsofgoodsocialwork.Itwillgivetheprofessionitselfstrong,independentleadership;aclearvoiceinpublicdebate,policydevelopmentandpolicydelivery;andstrongownershipofthestandardstobeupheld.(Chapter4)

Wearerecommending clear,universal and binding standards for employers.Thesewouldcoverhowfrontlinesocialworkshouldberesourced,managedandsupported–includingclearrequirementsgoverningsupervision–sothathighqualitypracticeisanachievableaimforallsocialworkers.Employersprovidingasocialworkserviceshouldberequiredtoassesstheirperformanceagainstthestandard,takethisthroughtheirinternalreviewprocess,publishtheresults –includinginformationonthecaseloadceilingsorcontrolstheyareoperating–andsetouttheirplansforimprovement.Wearepublishinganinitialframeworktohelpwithactionnowinassessingthe“health”oforganisationsonarangeofissuesaffectingworkload.Wearealso


recommendingthecreationofadedicated programme of training and support for managersoffrontlinesocialworkers.(Chapter2)

Wearerecommendingasingle, nationally recognised career structure (Chapter3).Thisnewcareerstructurewould

●● mapeachof themainstagesofacareerinsocialworkfromdegreecourseentrantonwards,makingcleartheexpectationsthatshouldapplytosocialworkersateachofthesestages

●● giveshapetothemorecoherentandeffective national framework for the continuing professional development of social workerswhichwearealsorecommending(Chapter3)andwhichshouldincorporatethenewMastersinSocialWorkPractice

●● guideindividualemployersinhowthesocialworktaskisbestorganisedinlocalitieswiththerightmixofexpertisewithinfrontlineteamsandhowtheyshouldconfiguretheirworkforcetosupportprogression

●● ensurethatsocialworkersarepaidfairly,inlinewiththeirskills,knowledgeandlevelofresponsibility–with,inparticular,progressionroutesavailabletohighquality,specialistpractitionerswhichdonotremovethemfromfrontlinepractice

Wearerecommendinganewsystem for forecasting levels of demand for social workers,whichcaneventuallybeusedforlocal,regionalandnationalplanningconcerningtrainingandrecruitment(Chapter6).

Toreplacecurrentrequirementsforrenewalofregistrationwithasystemthatismorerigorousandtransparentabouttangibleimprovementsinknowledgeandskills,wearerecommendingalicence to practisesystemforsocialworkers(Chapter6).Underthissystem,practitionerswouldfirstacquireandthenmaintaintheirstatusassocialworkers(andtheirabilitytobeemployedassuch).Thiswouldbeachievedthroughdemonstratingthattheycontinuetomeethighstandardsofprofessionaldevelopmentandcompetence.Onceestablishedthelicencetopractisewillallowforthedevelopmentofrequirementsrelatingtomorespecialistexpertise.

SocialworkershavelefttheTaskForceinnodoubtregardingtheirconcernaboutthewayinwhichtheprofessionisreportedoninthemediaandtheimpactthisishavingonrecruitment,moraleandpublicperception.Membersofthepublic,colleaguesfromotherprofessionsandserviceusersareoftenunclearorconfusedaboutwhattheyshouldexpectofsocialworkers,leadingtomisunderstandingandfrustrationonallsides.Underthesecircumstances,theprofessionwillstruggletobeconfidentandeffective.

Wearealsorecommendingtherefore

●● anew programme of action on public understanding of social work,creatinggreateropennessabouttheprofession,inwhichtheproposednationalcollegeshouldplaytheleadingrole.Actionshouldincludeasustainedapproachtoraisingandmaintainingpublicawarenessofwhatsocialworkentailsandthecontributiongoodsocialworkmakestosociety.ThepublicdescriptionofsocialworkoriginallydevelopedbytheSocialWorkTaskForceforourinterimreportshouldbeadopted,finalisedandusedbythenationalcollegeforthispurpose.(TheoriginalwordingcanbefoundintheExecutiveSummaryoftheinterimreport.SeeAnnexB.)


Thechangesweneedtoseearenotsimple.Itwillbedifficulttomakeprogresswhileresponsibilityfortheoverallhealthoftheprofessionstaysfragmented.Employers,educators,theGovernmentandtheprofessionitselfallneedtoactdifferently.Thereisaneedforamuchmorecollaborativeapproachbetweenustostrengthensocialwork,withdemonstrablyhighlevelsofaccountabilityfortheactionswetake,bothwhenweareactingindividuallyandtogether.

Reformofthiskindislikelytorequireatenyearcommitmentwithconcertedactionoverthenextfiveyearsinparticular.Wearerecommendingthereforethecreationofasingle national reform programme for social work (seeChapter6).Thereformprogramme–including,forinstance,thedevelopmentofthestandardforemployers,thenationalcareerstructureandthesupplymodel–shouldbeoverseenbyanewboard,reportingtoMinisters,andreflectingthisneedforcollectiveresponsibility.Overallprogressindeliveringreformshouldbereviewedandmadepublicannually.

TheprogrammeshouldbestructuredaroundthebuildingblocksforreformoriginallysetoutintheinterimreportoftheSocialWorkTaskForce.(ThesecanalsobefoundatAnnexB.)

Collectiveactionwillclearlyneedtobetakenatamorelocallevel,aswellasnationally,onsomematters.Thisincludesclosecollaborationbetweenemployersandeducatorstoensurethereareadequatenumbersof:placesonsocialworkcourses;highqualitypracticeplacementopportunitiesforstudents;andsuitableentrantstotheworkforce.Theboardoverseeingreformshouldmovequicklytounderstandlocal,regionalandsub-regionalpartnerships,wherethesearecurrentlyinplace,andalsohowotherprofessionsorganisethemselvestohandletheseissues.Itshouldbringforwardadviceonhowlocalemployersandhighereducationinstitutionscanbestworkandplantogetheronquestionsofeducation,trainingandlocalworkforcesupply.

Thereformprogrammeshouldalsobuildonallthatisstillbeinglearntfromexistingmeasurestoimprovesocialwork,asintroducedoverrecentyearsbygovernment,individualemployers,highereducationinstitutionsandothers,includingthenewlyqualifiedsocialworkerprogrammesandemploymentbasedroutesintoqualifications.

The role of GovernmentBysettinguptheTaskForce,Ministershavealreadyshownstrongsharedcommitmenttosocialworkreformonacross-departmentalbasis.Continuinggovernmentcommitmenttoexcellenceinsocialworkwillbeevenmorevitaloverthelongterm.

Inparticular,webelievegovernmentactionshouldinclude

●● ongoingjointcommitmentandleadershipacrossgovernmentinsupportofthenationalreformprogramme–withrapidactiontoensurethattheprogrammeisputinplaceandgetsswiftlyunderwayandthatitbecomesmainstreambusinessintherelevantdepartments

●● thenecessaryinvestmenttomakereformarealityatalllevels,especiallyonthefrontline–ourproposalshaveimplicationsforresourcesandlegislationwhichGovernmentwillneedtoworkthroughasquicklyaspossibleifmomentumistobemaintained

●● stronglogisticalsupporttotheprofessiontoenableittoestablishanindependentnationalcollege


●● rationalisationofthedeliveryorganisations,partnershipsandstandardsettingmechanisms,theproliferationofwhichcontributestoconfusionandinefficienciesinworkforceimprovement–iftheprofessionistobecomemoreconfidentandmoreeffective,itneedstobesupportedbyorganisationsthataremoreclearlyfocusedontheimprovementofsocialwork

●● ensuringtheperformanceindicatorregimesthatinfluencesocialworkdonotprivilegethecompletionofprocessesattheexpenseofservicequalityoroutcomesforserviceusers,andthattheyavoidperverseincentivesandmeasuresforwhichthereisnosupportingevidencebase

●● interveningstronglywheneveranyoftheambitionsandrecommendationsforsocialworksetoutinthisreportareatriskofnotbeingachieved

Abetter,strongerfutureforsocialworkneedseveryoneconcernedtobeclearaboutwherewearetryingtogettoandthepriorityactionsneededtoachievethis;andaboutthedeliverysystemandtheirresponsibilitieswithinit.Weareconfidentourreportprovidesaplatformformeetingtheseconditions.Wehopethattheprospectofcomprehensive,longtermreformofthekindwearerecommendingwillbewidelywelcomed.

Short term actionHowever,wearealsoacutelyawareoftheveryrealpressuresfacingsocialworkrightnow.Someofthereformswearerecommendingwilltaketimetobeimplementedinfullandtoproducechangeontheground.Itwillnotbepossibletoputsomeintoeffectuntilthecapacitywithinthesystemhasincreased.Itfollowsthatmanagers,employers,highereducationinstitutionsandregulators,aswellasgovernment,mustallactquicklytoensuretheyareprovidingthebestpossiblesupporttopeoplewhoneedsocialworkservicesnow –andtothepeoplewhoarechargedwithdeliveringtheseservices.

Inparticular,werecommendthat

●● DCSFandlocalauthoritiesshouldcontinuetoimprovetheIntegratedChildren’sSystem(ICS),bytranslatingnationalspecificationsintotangibleimprovementstolocalsystems,makingICSmorestraightforwardandeffectiveforfrontlinesocialworkersinchildren’sservices

●● localgovernmentshouldconsiderhowresourcescanbereallocated tomakeadifferenceonthefrontline–centralgovernmentmustsupportlocalgovernmenttomanagehighpressuresonfrontlineservices,includingthroughmakingresourcesavailable

●● employersshouldholdfrankandopendiscussionswithfrontlinepractitionersandmanagersabouttherealityofpracticeonthefrontline,theburdenspractitionersarecarrying,andhowtheycanimproveservices

●● bothformalandinformalpilotingoftheremodellingofsocialworkservicesshouldbeencouragedandincentivisedand,wherenecessary,resourced,buildingonwhatisbeinglearntfromworkalreadyunderway


Asmadeclearabove,webelievethatsocialworkreformwillnotworkunlessitisopentotheviewsandexperiencesofpeoplewhousetheservice.Wehaveincorporatedthisprincipleintoanumberofourrecommendations–including,forinstance,inhowthenationalcollegeforsocialwork,theassessedyearinemployment,andtheprogrammeofactiononthepublicunderstandingofsocialworkaredevelopedanddelivered.Thevoiceandinfluenceofserviceusersshouldbebuiltintothewholereformprogrammefromthestart.

ConclusionSocialworkersandothershavebeentalkingaboutsomeoftheproblemsandpotentialsolutionsraisedinthisreportforsometime.Thereisnowbothanopportunityandanurgentnecessitytoputthingsright.Employers,educatorsandsocialworkersthemselvesallneedtoseizethismoment.

Employersneedtoprovidegreaterleadershipanddirectionforsocialworklocally.Theymustactnowtoensurethattheyarelisteningtotheirstaffandputtinginplacethesupportthattheyneed.Theymustsetthehigheststandardsfortheserviceschildren,youngpeopleandvulnerableadultsreceivefromsocialworkers.But,theymustengagedirectlywiththeirsocialworkerstoensurethattheyareabletodeliverthosehighstandards.

Educatorsofsocialworkersmustdeliveraconsistentlyhighqualityofinitialtrainingandcontinuingprofessionaleducation.Theymustworkwiththeprofessionandemployerstoensurethatsocialworkersarewellpreparedfortheworktheyneedtodo,andaresupportedtoimprovetheirskillsandspecialismsrightthroughouttheircareers.

Socialworkersneedtodevelopamorepowerfulvoice.Theymusttakeresponsibilityforsettingtheirownhighstandardsandfordemonstratinghighqualityprofessionalpracticewhichmakesarealdifferenceforthosetheyworkwith.Todothis,theyneedtoworkwithemployers,educatorsandthegovernmenttostrengthentheircredibility,toraisetheirstatus,andtoensurethattheyhavethesupporttheyneedtodotheirwork.

Finally,inadditiontothechallengeswehavealreadysetoutforitabove,centralgovernmentmustsignalitsintentiontosetchangeinmotionnow,unblocktheroutetolongtermprogress,andhelptoconstructthedurablepartnershipswithoutwhichreformwillnotsucceed.


The Social Work Task Force’s 15 recommendations1. Calibre of Entrants:thatcriteriagoverningthecalibreofentrantstosocialworkeducation

andtrainingbestrengthened.

2. Curriculum and Delivery:anoverhaulofthecontentanddeliveryofsocialworkdegreecourses.

3. Practice Placements:thatnewarrangementsbeputinplacetoprovidesufficienthighqualitypracticeplacements,whichareproperlysupervisedandassessed,forallsocialworkstudents.

4. Assessed Year in Employment:thecreationofanassessedandsupportedyearinemploymentasthefinalstageinbecomingasocialworker.

5. Regulation of Social Work Education:moretransparentandeffectiveregulationofsocialworkeducationtogivegreaterassuranceofconsistencyandquality.

6. Standard for Employers:thedevelopmentofaclearnationalstandardforthesupportsocialworkersshouldexpectfromtheiremployersinordertodotheirjobseffectively.

7. Supervision:thenewstandardforemployersshouldbesupportedbyclearnationalrequirementsforthesupervisionofsocialworkers.

8. Front Line Management:thecreationofdedicatedprogrammesoftrainingandsupportforfrontlinesocialworkmanagers.

9. Continuing Professional Development:thecreationofamorecoherentandeffectivenationalframeworkforthecontinuingprofessionaldevelopmentofsocialworkers,alongwithmechanismstoencourageashiftinculturewhichraisesexpectationsofanentitlementtoongoinglearninganddevelopment.

10. National Career Structure:thecreationofasingle,nationallyrecognisedcareerstructureforsocialwork.

11. National College of Social Work:thecreationofanindependentnationalcollegeofsocialwork,developedandledbysocialworkers.

12. Public Understanding:anewprogrammeofactiononpublicunderstandingofsocialwork.

13. Licence to Practise: thedevelopmentofalicencetopractisesystemforsocialworkers.

14. Social Worker Supply:anewsystemforforecastinglevelsofsupplyanddemandforsocialworkers.

15. National Reform Programme:thecreationofasinglenationalreformprogrammeforsocialwork.


Introduction

TheSocialWorkTaskForcewassetupbytheDepartmentofHealthandtheDepartmentforChildren,SchoolsandFamiliestoundertakeacomprehensivereviewoffrontlinesocialworkpracticeandtomakerecommendationsforimprovementandreformofthewholeprofession,acrossadultandchildren’sservices.

TheTaskForcemetforthefirsttimeinFebruary2009.ThemembersoftheTaskForceweredrawnfromlocalfrontlineservicesandseniorleadership,research,themedia,thethirdsector,serviceuserorganisations,UnisonandtheBritishAssociationofSocialWorkers.(AlistofthemembersoftheTaskForcecanbefoundinAnnexB.)ItpublisheditsfirstreportinMay2009intheformofaletterfromtheChairtotheSecretariesofStateforHealthandforChildren,SchoolsandFamilies.

InJuly2009,theTaskForcepublisheditsinterimreport,Facing up to the Task.(TheExecutiveSummaryisreproducedatAnnexA.)Thissetoutproposalsforthekindofcomprehensivereformneeded,includingaseriesofbuildingblocksforconstructingareformprogramme.Wehavenotrepeatedherealloftheevidencetosupporttherecommendationswearenowmaking.Thisissetoutingreaterdetailinourinterimreport,whichshouldbeseenasacompaniondocumenttothefinalreport.TheinterimreportalsocontainedapublicdescriptionofsocialworkdevelopedbytheTaskForce.Thisshouldbeadoptedanddevelopedbythenationalcollegeproposedinthisreportforuseinaprogrammeofactiononimprovingthepublicunderstandingofsocialwork2.

Inthisfinalreport,theTaskForceissettingoutfifteen recommendationsforimprovingandreformingsocialwork.Theserecommendationsweredevelopedfromthebuildingblocksforreformfirstsetoutintheinterimreport.Eachchapterisintwoparts.Thefirstpartsummarizescontextandevidence.Thesecondpartcontainstherecommendations.Thefirstfivechaptersfocusonspecificissuesdirectlyaffectinghowsocialworkispractised.Chapter6isfocusedonactionneededtounderpinlongtermimprovementandreform.

TheTaskForcehascarriedoutawide-rangingprogrammeofconsultationandevidencegathering,beginninginspring2009.Asummaryofthisprogrammeiscontainedintheinterimreport.TheChairandmembersoftheTaskForcearegratefultoallofthosewhotookpart–particularlytheserviceuserswhocontributedthroughfocusgroupsandquestionnaires;thefrontlinepractitionerswhogaveuptheirtimetotakepartinregionaleventsandonlinesurveys;andtheKeyPartnersGroupandPractitionersReferenceGroup,bothofwhichmettheTask

2 TheexecutivesummaryoftheInterimReport,includingthepublicdescriptionisre-printedasAnnexBtothisreport.ThedescriptionwasalsousedbySkillsforCareandtheChildren’sWorkforceDevelopmentCouncilintheirworkondescribingsocialworkrolesandtasks.Furtherinformationisavailablefromtheirwebsites.


Forceonanumberofoccasionsoverthepasteightmonths.AllofthisinputhasplayedavitalpartinhelpingtheTaskForcetounderstandtheissuesandarriveatitsrecommendations.

WhiletheTaskForcehasbeenatwork,LordLaming’sprogressreportonThe Protection of Children in EnglandandthereportoftheHouseofCommonsChildren,SchoolsandFamiliesCommitteeontheTraining of Children and Families Social Workers havebothbeenpublished.TheTaskForcehascarefullyconsideredthecontentofbothreportsandhassoughttoaddresstheissuesraisedbythemforthesocialworkprofession.TheTaskForcebelievesthattherecommendationsitisnowputtingforward,andthereformprogrammethatshoulddeliverthem,willenablethegovernment,employers,educatorsandtheprofessiontorespondtotheproblemsidentifiedbyLordLamingandtheselectcommittee.

LordLaming’sandtheselectcommittee’sreportsfocusedonsocialworkinchildren’sservicesonly.TheTaskForcebelievesthatthereisgreatvaluetoserviceusersinpreservingsocialworkasasingleprofessioncoveringworkwithbothchildrenandadults.Therecommendationsinthisreportareintendedtosupportacontinuingsingleprofession.Theyaredesignedtoenablesocialworkerstobenefitfromhighqualityeducationandtraininginrespondingtoboththeneedsofchildrenandadults,butalsotodevelopspecialistskillsearlyinandoverthefullcourseoftheircareers.

Muchofthisreportisinevitablyfocusedonsocialworkinthestatutorysector.Thisis,inmanyrespects,thebedrockofsocialworkinEngland.However,CAFCASS,theNHSandvoluntaryandprivatesectororganisationsarealsoimportantemployersofsocialworkers.TheTaskForceisconfidentitsproposalswillhelpsocialworkersacrossalltheservicesandsectorsinwhichtheycurrentlywork.

Copies of the previous Task Force reports and other key documents can be found at http://www.dcsf.gov.uk/swtf/.


Chapter 1: Starting Out

SummaryTheSocialWorkTaskForceisrecommendingareformedsystemofinitialeducationandtraining,increasingthenumberofconfident,competentprofessionalscomingintotheworkforce.

Areformedsystemofeducationandtrainingshould

●● beginwithclear,consistentcriteriaforentrytosocialworkcourses–withanewregimefortestingandinterviewingcandidatesthatbalancesacademicandpersonalskills–sothatallstudentsareofahighcalibre

●● providecourseswherethecontent,teaching,placementopportunitiesandassessmentareofahighstandardacrossallproviders–weare,forinstance,proposingadvancedteachingorganisationstatusforagenciesprovidinghighqualitypracticeplacementstosocialworkstudents

●● culminateinanewsupportedandassessedfirstyearinemployment,whichwouldactasthefinalstageinbecomingafullpractisingsocialworker

Theassessedyearinemploymentwouldalsoallowsocialworkerstoincreasetheirexpertiseinspecialisedareasofwork,buildingontheimprovedgroundingprovidedbythedegreeandcreatingasolidplatformforfurthercareerlongdevelopment.Responsibilityforassessmentcouldpotentiallybesharedbetweenemployers,highereducationinstitutionsandtheregulator.

Thesystemforeducatingsocialworkerswillbestrengthenedbymoretransparentandeffectiveregulation.Thisshouldgivegreaterassuranceofconsistencyandquality.

1.1 Theintroductionofthesocialworkdegreein2003,withincreasesinthetimespentbystudentsinassessedpractice,was averyimportantdevelopmentforsocialwork.Itheraldedthearrivalofagraduateprofession.Alongwithsocialworkersbecomingprofessionalswitha‘protectedtitle’whichonlytheycoulduse,achievingdegreestatussentaclearsignalaboutwhatsocialworkshouldbe:aprofessionmadeupofhighlyskilled,highlyqualifiedpractitioners,whoseexpertisecontinuouslydevelopsthroughouttheircareer.


1.2 Therewasoptimismandenthusiasmaboutanewqualification,whichitwashopedwouldraiseboththequalityandsupplyofsocialworkers.Atthesametime,thedegreebroughttheacademiclevelofsocialworktraininginEnglandmoreinlinewithothercountriesandwithotherprofessions,whichhadhaddegreelevel(orinsomecasesMasters)trainingformanyyears.

1.3 Thedegreehashadsomenotablesuccessesinrelationtotheoriginalambitionsforit.Followingaconsiderabledeclineoverpreviousyears,oneoftheaimsofthesocialworkdegreewastoincreasethenumbersofthoseaccessingsocialworkeducationandtraining.Thistargetwasachievedduringthefirstthreeyears.Over13,000peoplehavenowqualifiedassocialworkerssincethefirststudentsgraduatedin2005.

1.4 Thedegreehasalsoachieveditsaimofcontinuingtoattractahighproportionofstudentsfromdifferentblackandminorityethnicgroups,helpingtoensurethatsocialworkersrepresentthediversecommunitiestheyserve.Ithasalsosucceededinincreasingtheproportionofyoungercandidatesandschoolleaversintothecourses,whilemaintaininghighlevelsofmaturestudents,thusopeningupthepossibilitythatallthosewhohavethepotentialtobecomegoodpractitionerscandoso,regardlessofage.Post-graduatecourses–25%ofallprovision–arepopularandshowgoodprogressionandachievementrates.

1.5 Throughthedegree,newinitiativeswerealsointroducedtoencouragetheparticipationofserviceusersandcarersinallaspectsofdegreedesignanddelivery.Whileimplementationoftherequirementgoverningthisinvolvementhasbeenvariable,serviceusersarenowcloselyinvolvedinthedesignanddeliveryofcoursestogoodeffect.

1.6 However,theTaskForcehasalsoheardfrommanysourcesthatinitialeducationandtrainingisnotyetreliableenoughinmeetingitsprimaryobjective,whichmustbetopreparestudentsforthedemandsoffrontlinepractice.Someemployersaretellingusthattheyareunabletoappointnewlyqualifiedsocialworkers(NQSW)becauseofalackofsuitableapplicants.SomeNQSWcannotfindjobs.Otherswhodoentertheworkforceareoftenexpectedtotakeonunrealisticallycomplextasksbecauseoftheacuterecruitmentandretentionprobleminmanyauthorities.Equally,employersneedtoberealisticaboutthetimepeopleneedtoprogressfromachievingaprofessionalqualificationtooperatingasafullprofessional,andwhatthereforeanewlyqualifiedsocialworkershouldbeaskedtodo.

1.7 Thereare,ofcourse,manystrong,respectedcoursesthatotherproviderscanlearnfrom.Reformneedstobuildonsuchsuccesses–andensurethatthewholesystemreachesnewlevelsofconsistencyinprovidinghighqualityeducationandtraining.

1.8 Webelievethatthereareanumberofstrengthsandweaknessesinthesystemasawholethataccountforthecurrentstateofaffairs.TheseweresetoutindetailintheinterimreportoftheSocialWorkTaskForceandaresummarisedbelow.


Localpartnershipbetweenemployersandeducators

1.9 Thereareexamplesofgoodcollaborationbetweenemployersandhighereducationinstitutions(HEI)providingsocialworkcourses,whichdeliverseveralmajorbenefits.Collaborationofthiskindhelpsin

●● aligningtheacademicandpracticalpartsofthedegreetobesteffect

●● establishingasharedunderstanding,atalocallevel,aboutwhatpreciselyshould–andshouldn’t–beexpectedfrominitialsocialworkeducationandtraining

●● managingworkforcesupplyneedsstrategically

●● providinghighqualitypracticeplacementsforstudents

1.10 However,thecurrentrequirementsforemployersandserviceuserstobeinvolvedinthedesignanddeliveryoflocalcourseshavenotworkedwellinallareas.

1.11 Itiscriticalnowthatemployersandeducatorsworktogethermorecloselytodriveimprovementsinsocialworkeducation3.Employersinparticularneedtogetmoreinvolvedindevisinganddeliveringlocalstrategiesandcoursesthatwillensurethedeliveryofhighqualityeducationandtrainingtoproducethekindsofsocialworkerstheywantandneed.

Calibreofentrants

1.12 Thecalibreofentrantstosocialworkdegreecoursesispivotalinimprovingthequalityofgraduatesenteringtheworkforceandtoraisingthestandardsandstatusoftheprofession.

1.13 Socialworkcallsforaparticularmixofanalyticalskills,insight,commonsense,confidence,resilience,empathyanduseofauthority.Someoftheseattributesaredifficulttotestandthereismixedevidenceabouttheexactcorrelationbetweencertainqualificationsandskillsandbeinganeffectivesocialworker4.

1.14 Therearemanyexcellentcandidatesenteringandcompletingthesocialworkdegree.However,despitecurrentover-demandforsocialworkplaces,italsoappearsthatsomecourses(possiblyunderpressurefromtheirinstitutionstofillplaces)areacceptingpeoplenotsuitedtothedegreeortosocialwork.Inparticular,thereisacuteconcernthataminorityofthoseacceptedontocourseshavepoorskillsinliteracyorhavedifficultyin

3 Activepartnershipsofthiskindwouldreflecttheaspirationthatemployersandbusinessesbecome“activepartnerswithuniversities,notpassivecustomers”.SeeHigher Ambitions: the future of universities in a knowledge economy(BIS,2009).

4 Aparticularareaofcontroversyisthevarietyin‘A’levelandotherqualificationtariffpointsrequiredforentrytosocialworkcoursesandhowthesecomparetootherprofessionaltrainingrequirements.Duetothehighproportionofmaturecandidatesenteringsocialworkonly30%enterundertariffschemes.Afurther30%ofentrantstosocialworkalreadyhaveafirstdegree.Theremaining40%enterwithbasicrequirementsandthroughACCESStohighereducationprogrammeswhicharecurrentlyungraded.ThereisconsiderablevarietyinwhatdifferentHEIallowtomakeuptariffpoints.Somestipulate‘A’levelsonly;otherswillallowASlevel,GCSEs,qualificationsinunrelateddisciplines,etc.Recentresearchshowsanaveragepointsthresholdof250forsocialworkcourses.WheresimilarcoursesareofferedbytheHEI,pointsorAlevelgradesrequestedaregenerallyinlinewith(orhigherthan)requirementsforcoursessuchasnursingandmidwifery,butlowerthanthoserequiredforteaching,particularlyatthehighestrange.


analysingandconceptualising,andthattheylackthematurity,resilienceorlifeexperiencethatcontributetobecomingagoodsocialworker.

1.15 Selectionprocessesinuniversitiesvary,withsomeinnovativeapproachesbeingused5.However,theTaskForcebelievesthatcurrentarrangementsdonotgofarenoughtoensurethatallinstitutionsareassessingcandidatesrigorouslyenoughtoensuretheyhavetherightmixofintellectualandpersonalqualitiestosucceedassocialworkers.Wehavebeentoldthattheseproblemscancompoundoneanotherwithlessacademicallyablestudentsstrugglingwiththedemandsofthecollegeworkandbeingunabletoconcentrateonthelearningfromtheirplacementasaresult.

1.16 Employersandserviceusershaveanimportantroletoplayingettingtherightpeopleintosocialwork.WhilemostHEIalreadyinvolveemployersandserviceusersintheirselectionprocess(astheyarerequiredtodo),thewayinwhichtheydothisvariesandmaybeineffectiveinsomecases.

1.17 Moreattentionmustthereforebepaidtoensuringthosemostlikelytoexcelonthecourse,andentertheworkforceasconfident,competentpractitioners,areselectedforentrytothedegree.EvidenceandfeedbacktheTaskForcehasreceivedsuggeststhatthereisastrongcaseformoreresearchintotheattributesandcharacteristicsthatmakeforgoodsocialworkers.

Socialworkcourses:curriculum,deliveryandassessment

1.18 ThecurriculumforthesocialworkdegreeiscurrentlydeterminedthroughacombinationoftheQAAbenchmarkstandardsforsocialwork,theDepartmentofHealthrequirementsforsocialworktraining,andtheNationalOccupationalStandards.

1.19 Wehaveconcludedthatthecurrentrequirementsgoverningthecontentofthedegreearetoolooselydetermined.Theylackclarityandarenotwidelyunderstood.Thedegreeneedstobedeliveredwithgreaterconsistencyandagreaterfocusonlinkingtheorytopractice.Feedbackfromemployers,practitioners,practiceassessorsandfromindependentresearchstronglysuggeststhattherearecertainareasofknowledgeandskillswhicharenotbeingcoveredtotherightdepthinsocialworkinitialtraining.Theseinclude:assessmentframeworks;riskanalysis;communicationskills;managingconflictandhostility;workingwithotherprofessionals.Anunderstandingoftheresearch,legislationandpolicybasisforpracticeisalsoessential.Clearandsharedexpectationsofthesocialworkcurriculumareessential.Therightknowledgeandskillsmustbelearnttosufficientdepthtoprovideastrongfoundationforhighqualitypracticeandcontinuousdevelopmentthroughoutasocialworker’scareer.

1.20 Wealsorecognise,however,thatabalanceneedstobestruck.Educatorsneedroomtoinnovateindrivingupthequalityandrelevanceoftheircourses,andthecurriculummustremainresponsivetothechangingrealitiesofpractice.

5 Theseincludeopportunitiestoreflectonlifeexperience;extendedpersonalstatementstotestmotivation;writtenquestionsdrawnfromresearchregardingsafe/effectiverecruitment(e.g.retenacity,copingunderpressure,selfinrelationshipswithothers)andexams.


1.21 TheTaskForcehasbeenstronglypersuadedthatsocialworkshouldcontinuetobeservedbyagenericentryqualificationthatisrelevanttoworkinbothadultandchildren’ssectors,andthatsupportsmovementbetweenthetwo.Thisconclusionreflectsthemajorityviewwehaveencounteredthroughourconsultationandevidencegathering.

1.22 Agoodgenericdegreecourseshouldenableallstudentstodeveloptheknowledge,skillsandvaluesinworkingholisticallyandsafelywiththewholerangeofindividuals,familiesandcommunitieswheresocialworkisneeded.Splittingthedegreewouldbedestabilisingandimpractical.Itwouldrequirestudentstomakedecisionsabouttheirfuturedirectionbeforetheymaybereadyto.Thefragilityoftheprofessionwouldbeincreasedratherthanreducedbypotentiallycostlyandhighlytime-consumingseparation.

1.23 However,theTaskForcealsounderstandstheargumentsithasheardforgreaterspecialistinputtothedegree,whichismadeinparticularbythoseresponsiblefordeliveringservicesforchildrenandfamilies.Webelievethatthiscanandmustbeachievedthroughtheimprovementswearerecommendingtothedegree(includingpracticeplacements),coupledwiththenewopportunitiestodevelopmorespecialisedexpertiseofferedbytheassessedyearinpracticeproposedbelow.

1.24 Wealsostronglysupporttheviewthatacademicstaffneedtokeepuptodatewithwhatishappeninginthefield.Therehavebeenbenefitsfromjointappointments,secondmentsandsharedresearch.Universitiesshouldalsocontinuouslyengagewithpeoplewithexpertisethathasabearingonthepracticeofsocialwork–forinstance,serviceusers,judges,lawyers,psychiatristsandstafffromthirdsectororganisations–sothattheycanhelptoraisetheoveralllevelofsocialworkeducation.Goodexamplesofthisapproachexist,buttheyarecurrentlyhardtofundandmaintain.

1.25 Despitethisneedforuniversitiestostayinformedaboutwhatishappeninginfrontlinesocialworkandsharethiswithstudents,strongconcernshavebeenexpressedtotheTaskForceaboutthecalibreofsomelecturersandtutors.Theseconcernstouchon,inparticular,theirunderstandingofhowtheoryisappliedinpracticeandofthecurrentrealitiesoffrontlinesocialwork.Educatorsneedtoshareintherealchallengesposedinservicedeliveryandavoidanytemptationtocriticisefromthesidelines.

1.26 Universitiesshouldhelpstudentsdevelopastrongappreciationoftheneedforcontinuousprofessionaldevelopmenttotakeintotheirfuturecareers;andoftheimportanceofevidence,withawillingnesstobothuseandcontributetoresearch.Studentsthemselvesneed,throughtakingthedegree,tobegindevelopingintosocialworkerswhoreflectcriticallyonwhattheydoandthedecisionstheymake.Thisisalreadyhappeningwhereprovisionisgood.Itneedstobecomemorewidespread.

1.27 Finally,allHEIneedtorecognisethevitalparttheyhavetoplayinmakingsurethatpeoplewhouseservicesreceivethehighqualitysocialworktheyneedanddeserve.ItisessentialthereforethatHEIhaverobustassessmentmechanismstoensurethatonlythosewhoaresuitableforpracticepasstheircourse.


Practiceplacements

1.28 Socialworkneedsacultureinwhichprofessionalsandemployerstakeseriouslytheirresponsibilityfordevelopingthefuturegenerationofworkers(inasimilarwaytootherprofessions,suchasmedicine).Highqualitypracticeplacementsareavitalpartofhowstudentsdeveloptheknowledge,skillsandvaluesthatwillallowthemtoworkwithserviceusers,safelyandeffectively6.Theyneedtobeactivelymanagedsothatthebalanceisrightbetweenteachingandlearning,andbetweentheapplicationoftheoryandskillsdevelopment.Currently,studentsarerequiredtoundertakeatleast200daysinassessedpracticeintwodifferentsettingsandwithatleasttwoserviceusergroups.Theyshouldalsohavesomeexperienceofundertakingstatutorysocialworktasks.

1.29 Attheirbest,practiceplacementsgivestudentsopportunitiestolearndirectlyfromthemostcompetentandexperiencedpractitioners.Studentscancontributetothelearningenvironmentoftheirplacementagencybyofferingnewideasandenthusiasm.Theygetthechancetounderstandatfirsthandfromserviceusershowsocialworkerscanmakearealdifference.Placementsalsoprovideanimportantsourceoffuturerecruitmentforemployers.

1.30 However,concernsareuniversallyexpressedthatmanystudentsareexperiencingplacementswhichdonotallowthemtolearnwhattheyneed.Placementsmay,forinstance,lackhighqualitysupervision,guidanceandassessment.Studentsaresometimestaughtandassessedbynon-socialworkers.Somearebeingpassedwhoarenotcompetentorsuitableforfrontlinesocialwork.Othersareunabletofindjobsduetotheirpoorpracticeexperience.

Regulationandstandards

1.31 Regulationisoneofthemostimportantleversforimprovingthequalityofsocialworkeducation.Thequalityassuranceofsocialworkdegreecoursesiscurrentlydelegatedtouniversitiesunderarrangementsestablishedwhenthedegreewasintroduced.Ithascontinuedtoevolveinthelightofthegovernment’sbetterregulationprinciples.Thishasledtoa‘lighttouch’systemofregulationand,inretrospect,theleversthatdoexisthavenotbeenusedvigorouslyenough.Currentlythereistoomuchvariationintheselectionprocesses,andinthequalityandconsistencyofthecoursesthemselves.

1.32 Thedegreeisalsocurrentlyfoundedonstandardsandrequirementssetbydifferentbodies,whichareconfusingandlacktransparency.Assuch,theyprovideweakleversforaconcertedefforttodriveupthequalityofsocialworkeducation.

6 Nationalstandardsforthequalityassuranceofpracticelearninghaverecentlybeendevelopedandendorsed.Seewww.skillsforcare.org.uksocialwork/practicelearning/sw_national_projects.aspx.Useofthistoolwillbecomemandatoryforthe2009/2010academicyear.HEIwillhavetoreporttoGSCCandthisinformationwillbemadeavailabletostudentsthroughpublicationofreportsontheGSCCwebsite.

http://www.skillsforcare.org.uksocialwork/practicelearning/sw_national_projects.aspx


Supply

1.33 WedonothaveasystemforanalysingorforecastingtheoveralldemandforandsupplyofsocialworkersinEngland,andtheimplicationsthishasforeducationandtraining.ThisissueisdealtwithmorefullyinChapter6.

1.34 Thedegreehasprovidedaplatformforfurtherimprovementofsocialworkeducation.However,theshortcomingssetoutabovearenotsimplyteethingproblemsofthekindthatcanoccurduringtherolloutofanymajorreform.Unlesstheyareaddressed,theywillunderminethesuccessofthedegreeinthelongterm,andimpairthesupplyofnewsocialworkersreadyfortheopportunitiesanddemandsoffrontlinepractice.

Recommendations1.35 Throughourrecommendationsforlongtermreform,wewishthereforetohelp

consolidatethegainsmadebytheintroductionofthedegree,butalsotostimulatesomefundamentalchangestoinitialtraining,intheinterestsofproducingafullyeffectivefrontlineworkforce,readyforandcommittedtocontinuouslearningandimprovement.

Recommendation 1: Calibre of Entrants

TheSocialWorkTaskForcerecommendsthatcriteriagoverningthecalibreofentrantstosocialworkeducationandtrainingbestrengthened.

1.36 Therevisedcriteriaforallapplicantstoallinitialdegreecoursesshouldinclude

●● successfulcompletionofawrittentest,whichmeasurestheclarityofwriting,logicalcoherenceandthecapacityfordevelopingreflectiveandanalyticalthinking

●● highperformanceinselectioninterviewswhichevaluatethelifeandworkexperienceofcourseapplicants,theircommunicationskills,creativityandemotionalresilience,reinforcingthecurrentrequirements7

1.37 Wewouldalsoproposethat

●● HEIapplyingentrythresholdsbelowthenationalaverageforsocialwork(whereentrytodegreecoursesisbasedonUCASpoints)8shouldraisetheirthreshold

●● allcandidatesshouldgiveevidenceoftheircompetenceinEnglishandMaths(throughatleastgradeCoraboveatGCSEoranequivalentqualification)

1.38 RegulationshouldensurethatthesecriteriaareappliedconsistentlyandfairlyandinlinewithgovernmentambitionssetoutinUnleashing Aspirations andtherecentHigher Ambitions report9.

7 CurrentrequirementsspecifythatalongsidecriteriasetbyeachHEI,allentrantsmust:haveappropriatepersonalandintellectualqualities,havecompletedanindividualorgroupinterview;haveachievedatleastKeySkillslevel2inEnglishandMathsandcommunicateclearlyandaccuratelyinspokenandwrittenEnglish.

8 Currently250.9 Higher Ambitions, the future of universities in a knowledge economyBIS,2009.


1.39 TheTaskForcehasheardconcernsthatsomepeoplewhowouldmakeexcellentsocialworkersmightbeexcludedfromsocialworktrainingiftheacademiccriteriaarestrengthened10.Webelievethattheanswertothisliesnotinloweringcapabilityrequirementsbutinofferingpracticalassistanceandencouragementtosuitablepotentialcandidatesinmeetingtherequirementsforentrytothedegreecourse.Wheretheseroutesmaintainthenecessarystandards,theTaskForcesupportsschemessuchasGrowYourOwnandtheOpenUniversity–UNISONcourses,whichsupportandenablestafftodevelopsothattheycanundertakethelevelofacademiceducationandtrainingdemandedbysocialwork.Exitroutestoalternative,lowerlevelornon-qualifyingcoursesshouldbeavailableinallprogrammestoenablethosewhoarenotcompetentorsuitabletopractiseassocialworkerstocompleteacourseinrelatedareas.

1.40 Currently75%percentofnewsocialworkersqualifythroughtheundergraduatetrainingdegree.However,theTaskForcehasalsoheardthatmanyemployersprefertoofferplacementstoandemploythosewhohaveachievedtheirqualificationatMasterslevel.Mindfulofthisandinordertobettersupportcareerprogression,wewouldencourageexpansionoftheMastersqualificationforthosewhoholdappropriatedegrees11.

Recommendation 2: Curriculum and Delivery

TheSocialWorkTaskForcerecommendsanoverhaulofthecontentanddeliveryofsocialworkdegreecourses.

1.41 Thisprocessforoverhaulingcurrentarrangementsshould besetoutbytheGovernmentassoonaspossibleandoverseenthroughtheproposednationalreformprogrammeforsocialwork(seeChapter6).Theoverhaulshouldleadto

●● acurriculumbasedonjointlyagreedoutcomestandardsforthesocialworkdegreewiththesestandardsexplicitlytiedtorobustassessmentprocesses

●● systemsforensuringthateveryonewhodesignsanddeliverssocialworkcoursesareuptodatewithcurrentknowledge,policyandpractice

1.42 Theregulatorofsocialworkeducationwillhaveanimportantroletoplayintakingamorerobustapproachtoensuringthatrequirementsaremet,thatthecurriculumiskeptuptodateandthatemployersandserviceusersareengagedinitsdesignanddelivery.

1.43 TheTaskForcebelievesthatastrongerandmoreconsistentfocusonthecontentandqualityofthedegreewillensurethat,bythetimestudentscompletetheircourses,theywillbeequippedwiththeknowledge,legislativecontextandtoolsrequiredforinitialworkwitheitherchildrenoradults.Theywillalsobepreparedformorespecialistlearningduringtheirassessedyearinemployment(seebelow)andthroughouttheirsubsequentcareer.

10Currently,90%ofthosestudyingforsocialworkdegreesaredoingsothroughfulltime,collegebasedcourses.11SeeDCSF/CWDCGraduateRecruitmentSchemeandStepUptoSocialWorkProgramme.


Recommendation 3: Practice Placements

TheSocialWorkTaskForcerecommendsthatnewarrangementsbeputinplacetoprovidesufficienthighqualitypracticeplacements,whichareproperlysupervisedandassessed,forallsocialworkstudents.

1.44 Thedevelopmentofthesenewarrangementsshouldbeoverseenbytheboardsupportingthenationalreformprogrammeforsocialwork.Theyshouldincludethefollowingelements.

Formal sharing of accountability and responsibility

●● ResponsibilityforsecuringtheprovisionofpracticelearningshouldnotfalltoHEIalone.ItshouldbeasharedresponsibilityandthefocusofactivepartnershipsbetweenemployersandHEI–withformalguidanceprovidedonthebestapproachestobuildingthesepartnershipslocally.Partnershipsshouldtakeresponsibilityfortheallocationandauditofplacementopportunities,basedonthebestpossibleinformationaboutsupplyanddemand;andexplorethepotentialforservicelevelagreementswherethesearenotalreadyinplace.

Advanced teaching organisations

●● Wesetoutabovetheimportanceofpracticeplacementsinthedevelopmentofsocialworkers.Bestpracticeinthisareashouldberecognised,encouragedandwidelyadopted.Wewouldliketoseetheintroductionofthestatusofadvancedteachingorganisation,tiedtofinancialrewardsandincentivesandawardedtoagencieswhodemonstrateexpertiseandatrackrecordinprovidinggoodqualitypracticeplacements.

Placement criteria

●● Mechanismsshouldbeintroducedtomakesurethatallstudentseventuallybenefitfromatleastoneplacementinalocalauthority,mentalhealthtrustornationalorganisationundertakingstatutorywork,wheresocialworkersareemployedandwherecaseaccountabilityrestswiththeagency.12

12WorkcurrentlyunderwaythroughtheSocialWorkDevelopmentPartnershiptoclearlydefineanddevelopactionplansfortheimprovedprovisionofstatutoryplacementsshouldbecompletedandbuiltupon.NationalorganisationsundertakingstatutoryworkincludeNSPCCandCAFCASS.


New funding arrangements

●● Fundingtosupportplacementorganisation,allocationanddeliveryiscurrentlyprovidedthroughtheDepartmentofHealth’sEducationSupportGrant,distributedbytheGSCC.Thesearrangementsshouldberevisedtoensurethatfundingprovidesthemosteffectivemeansforsecuringhighqualityplacementsforallstudents.Revisedfundingarrangementsshouldensure:dedicatedsupportforplacementorganisationandallocation;supporttopracticeeducatorsindevotingtimetostudents;andincentivesforthedevelopmentofadvancedteachingagencies.

Assessment standards

●● Thepracticeeducatorshouldberecognisedasaspecificandseniorrolewithinthenationallyrecognisedcareerstructureforsocialworkersproposedelsewhereinthisreport(seeChapter3).Employersshouldensurethattheysupportstafftodeveloptheseskillsaspartoftheirresponsibilityforinvestinginthenextgenerationofsocialworkersandforsupportingallsocialworkersintheiron-goinglearninganddevelopment.

●● Definitivestandardsareneededforthosewhoteachandassesssocialworkstudentsonplacement13.Whileotherprofessionalsmayhelpfullycontributetothelearningofstudentsonplacementandprovidefeedback,allsocialworkstudentsshouldinfutureonlybetaughtandassessedbyqualifiedandexperiencedsocialworkers.

●● Adate shouldbesetforensuringthat,assoonaspossible,allthosewhotakeresponsibilityforthesupervisionandassessmentofasocialworkstudentintheirfinalplacementholdacurrentpracticeteachingawardorhavedemonstratedtheircompetenceagainstagreednationalstandards,withthesetobefinallydeterminedbytheboardoverseeingthereformprogramme.

Placement days

1.45 Seriousconsiderationshouldbegiventoreducingtheminimumnumberofplacementdaystobeundertakenwithinthesocialworkdegreefrom200 tonolessthan130.Suchareductionwouldhelpto

●● releasemoretimetodeliverimportantelementsofthecurriculumwhichmaynotbecurrentlycoveredsufficiently

●● ensureasharperfocusonwhattheplacementismeanttoachieveintermsofthestudent’slearninganddevelopment

●● enableallstudentstohavebetterqualityplacements

1.46 Studentsshouldcontinuetogainpracticeexperienceandlearningintwopracticesettingswithtwodifferentserviceusergroups.

1.47 Whilethiswouldentailadecreaseinthenumberofplacementdayswithinthedegree,theintroductionoftheassessedyearinemploymentwhichwearealsorecommending

13DraftnationalstandardshavebeendevelopedforpracticeeducationbytheSocialWorkDevelopmentPartnershipandcorefundinghasbeenallocatedtopilothowthesemaybeachieved.


(seebelow)wouldseeasignificantincreaseintheamountoftimestudentsspendinpracticebeforebecominglicensedsocialworkers.

Recommendation 4: Assessed Year In Employment

TheSocialWorkTaskForcerecommendsthecreationofanassessedandsupportedyearinemploymentasthefinalstageinbecomingasocialworker.

1.48 Theassessedyearinemploymentwouldhavetobesuccessfullycompletedbeforeafulllicencetopractise(seeChapter6)couldbegrantedforthefirsttime.Degreeholderswouldneedtoobtainemploymentwithalocalauthority(orotherappropriateorganisationsuchasNSPCC,CAFCASSorthirdsectororganisations)toundertaketheirassessedandsupportedyearinemployment.

1.49 Theywouldbringwiththemformalrecordsofwhattheyhadachievedatuniversity14inordertoensurecontinuityoflearning.AssessmentshouldbecarriedoutjointlybyemployersandHEI,withfeedbackfromserviceuserstakenintoaccount.Theconsequencesofnotmeetingthecompetences–i.e.notbeingeligibleforfulllicencetopractiseandnotthereforebeingabletocontinueemploymentasasocialworker–wouldneedtobemadeclearfromtopeoplejoiningdegreecoursesandagainwhentheyareabouttoembarkontheassessedyear.

1.50 Detailedrequirementsgoverningtheassessedyearinemploymentshouldbedeterminedthroughthenationalprogrammeforsocialworkreformandtheboardoverseeingit.Optionstoexploreinclude

●● fixedentitlementsto

– timeforreflection,study,learning,contactwithmentors

– goodqualitysupervision

– accesstoresearchliteratureandtrainingopportunities

– goodqualityICT

– amanagedandbalancedcase-load

●● opportunitiesforshadowingandco-workingwithmoreexperiencedstafftolearnonthejobandgraduallytotakeonmorecomplexworkindependently;andforexperienceacrossdifferentsectionsoftheagencyorpartneragenciesinthearea

●● formaltrainingcontractcoveringentitlementsandresponsibilitiesduringtheassessedyearinemployment

1.51 NQSWschemesrecentlyintroducedacrosstheprofessionhavebeenwelcomedasafirststepinprovidingmuchneededsupport,continuingdevelopmentandprotectedcaseloads

14Forinstance,thetranscriptandPersonalDevelopmentPlan(PDP)withwhichalluniversitystudentsrecordthelearninganddevelopmenttheyhavecompletedthroughouttheircourse;andalsotheTransitionalPDPintheNQSWframeworkforadultservices.


forsocialworkerstakinguptheirfirstpost15.Theyarealsohelpingmanagerstosupervisemoreeffectively.Thisproposalshouldbuildonthesedevelopmentsbyintroducinganationalassessmentframeworkthatiscredible,transparentandfair,withbuiltinmoderationandappealsprocesses. ThisshouldbedesignedtofitinwiththeemergingcareerstructureacrosstheprofessionasdescribedinChapter3.

1.52 Theassessedyearinemploymentwillprovideanimportantopportunityfornewsocialworkerstodevelopexperienceandexpertiseinchildren’soradultservices,buildingontheimprovedgroundingprovidedbythedegreeandcreatingasolidplatformforfurthercareerlongdevelopment.Itshouldalsohelporganisationstostrengthentheirowncultureandpracticeinsupportingcareer-longlearning.Althoughtheassessedyearinemploymentwillallowthedevelopmentofmorespecialistexpertise,wealsobelievethatgoodcollaborationbetweenchildren’sandadultservicesdepartmentsinlocalauthorities,onbothpracticeplacementsandtheassessedyearinemployment,wouldenrichthetrainingexperience.

1.53 Thereshouldberoomforemployerstorespondininnovativewaystotheambitionsfortheirroleinimprovingsocialworkeducationsetoutinthisreport.Thiscouldincludenewtypesofcollaborationbetweenemployerssuchasformingjointunits,specialistsettingsforteachingsocialworkersandstrongercollaborativesforresearchanddevelopment.

Recommendation 5: Regulation of Social Work Education

TheSocialWorkTaskForcerecommendsmoretransparentandeffectiveregulationofsocialworkeducationtogivegreaterassuranceofconsistencyandquality.

1.54 Theregimeforregulatingsocialworkeducationshouldensureproportionateregulation,targetingweakcourseprovidersandencouragingthebest.Theregulatorshouldbeauthorisedandresourcedto

●● ensuresocialworkcoursesareproperlyinspectedagainstanewsetofstandardsintheinterestsofconsistent,highqualityprovisionacrossthecountry

●● takearobustapproachtoensuringthat:thecontentofcoursesiskeptuptodatewiththechangingdemandsoffrontlinepractice;thatorganisersandteachersofsocialworkcoursesareuptodatewithcurrentknowledge,policyandpractice;andthatexpertpractitioners,serviceusers,employersandotherprofessionalsareconsistentlyandsubstantiallyinvolvedinthedesignanddeliveryofcourses

●● ensurethatcriteriaforentrancetocoursesandsuitabilityforentryintotheworkforcearemetthroughassessment16

15SeeSkillsforCareandChildren’sWorkforceDevelopmentCouncilwebsites.16TakingaccountalsooftheUnleashing Aspirations andHigher Ambitions reportspublishedbytheDepartmentforBusiness,

InnovationandSkills.


1.55 Newregulationarrangementswilltaketimetoimplementandmustbeproperlyresourced.Inthemeantime,theTaskForcewelcomestheworkthattheGeneralSocialCareCouncil(GSCC)hasdonetoconsiderhowitcanstrengthenqualityassuranceofcourses,undertheexistingrules17.Theseinclude:publicationofannualmonitoringandre-approvalreportsonsocialworkcourses;theprovisionofclearinformationaboutqualityforthepublicandpotentialstudents;targetedvisitstoprovidersandplacementswhereprovisionmaybeweak;mechanismsforbringingtogetherevidencegaineddirectlyfromstudents,employers,serviceusersandcarerswithevidencefromformalmonitoring;increasingtheinvolvementofserviceusersandcarersinhowcoursesareregulated;andmonitoringcoursesmorecloselytoensurethatHEIhaveappropriatestaffingandresources,includingplacements,toofferhighqualitysocialworkeducation.TheTaskForcebelievesthatGSCCshouldimplementthesemeasuresassoonaspossible.

A note on funding

1.56 Thereiscurrentlysignificantfundingprovidedbygovernmenttosupportthesocialworkdegree,including£70millionfortheprovisionofbursaries,and£32.5millionforplacementfundinganddevelopment.

1.57 Thecurrentbursaryarrangementshavebeensuccessfulinencouragingincreasednumbersofapplicantstosocialworkcourses.Theseincentivesnowneedtobereviewedtopromoteapplicationsfrompeopleofsufficientlyhighquality,andtoencouragecompletionofdegreecourses,entrytoandretentionintheworkforce.

1.58 Webelievethatgovernmentshouldreviewfundingarrangementstoprovideincentivesforhighqualityentrantstothesocialworkprofessionandtoensurehighqualityplacementsaremadeavailabletoallstudents.

17TheGSCCbeganreviewingitsregulatorymodelsandframeworkinMarch2008.Asaresultofthesignificantpolicychangesinbothsocialworkandinregulatorypractice,theGSCCnowbelievesthatthemodelofregulationusedtoinspectuniversitiesneedstobestrengthenedandthatamorerigorousregimewithinterventionsbasedonriskshouldbeintroduced.SomeinterventionswillrequireagreementbyMinistersbeforechangescanbemade.


Chapter 2: Time, Resources and Support

SummaryTheSocialWorkTaskForcerecommends clear,universalandbindingstandardsforemployers.

Thesewouldcoverhowfrontlinesocialworkshouldberesourced,managedandsupported–includingclearrequirementsgoverningsupervision–sothathighqualitypracticeisanachievableaimforallsocialworkers.Employersprovidingasocialworkserviceshouldberequiredtoassesstheirperformanceagainstthestandard,takethisthroughtheirinternalreviewprocess,publishtheresults –includinginformationonthecaseloadceilingsorcontrolstheyareoperating–andsetouttheirplansforimprovement.Wearepublishinganinitialframeworktohelpwithactionnowinassessingthe“health”oforganisationsontherangeofissuesaffectingworkload.

Wearealsorecommendingthecreationofadedicatedprogrammeoftrainingandsupportformanagersoffrontlinesocialworkers.

2.1 Inourinterimreport,wesetoutourfindingsaboutthetoolsandsupportthatsocialworkersneedtobeeffective,fulfiltheirresponsibilities,andmeetexpectations.

2.2 Weidentifiedthreekeyareasinwhichthenatureanddemandsofsocialworkmeanthatsocialworkersareparticularlydependentonhavingtherightformsofsupportaroundthem.

●● Practicalconditions,including

– theworkingenvironment–especiallyonethatallowssocialworkerstomeettheneedforconfidentialityandsensitivityinherentintheirjob

– ICTsystemsandequipment–whichallowsocialworkerstocarryoutthevitaltasksofrecordkeepinganddatasharingsafelyandefficiently,andwhichallowthemtoinformandinfluencetheintroductionofnewsystems,sothatthesesuittheirneedsandtheneedsofgoodsocialwork

– time–unlesspractitionershaveenoughtimetobringtheirprofessionalskillstobear,tocarryouttheanalysisandreflectionthatleadtogoodjudgement,theimpactofincreasingotherresourceswillbelimited


●● Professionalsupport:supervisionisanintegralelementofsocialworkpracticenotanadd-on.Throughitsocialworkersreviewtheirdaytodaypracticeanddecisionmaking,plantheirlearninganddevelopmentasprofessionals,andworkthroughtheconsiderableemotionalandpersonaldemandsthejoboftenplacesonthem

●● Accesstoknowledgeandevidence,withinformationonestablishedpractice,policyandresearcheasilyavailableforfrontlinesocialworkerstorefertoastheyanalysesituations,makejudgementsandcometodecisions

2.3 Itisakeyresponsibilityofemployerstoputinplacetheconditionsinwhichwelltrainedprofessionalscanbeeffectiveanddeliverhighqualityservices.Thepressuresandriskassociatedwithsocialworkneedtobefullyunderstoodandmanagedatthemostsenior(andhighestpaid)levelsoftheorganisation–andnot,ascansometimesseemtobethecase,absorbedbyfrontlinestaffandtheirimmediatemanagers.

Workload

2.4 Weareinnodoubtthattoomanysocialworkersarecarryingcaseloadswhichcanbetoohighandmakeithardforthemtodotheirjobwell.Thereisverystrongevidencethattheabsenceofeffectivemanagementofworkloadmakespractitionersfeelde-skilled,lowerstheirmoraleandcanleadtopoorhealth18.

2.5 Inthesecircumstances,serviceuserscanendupwithapatchy,unreliableservice.Incasesofseriousrisk,thejudgementanddecisionmakingofsocialworkerscanbeimpaired.

2.6 However,whileconcernaboutcaseloadsizeiswidespread,itisalsocleartousthattheimpositionofasingleceilingoncaseloadsizewouldbeinappropriateandwouldnotsucceed.Amongthosewhoargueforsuchaceiling,wehavefoundadisparaterangeofviewsaboutwhereitshouldbeset.ThefeedbacktheTaskForcehasreceivedfromorganisationsthathavetriedtoimplementformalcaseloadmanagementsystems(includingweightedsystems)suggeststhattheystruggletocopewithallofthevariablesaffectingpracticeonthefrontline.Moreover,caseloadmanagementsystemsoftendonotincludetimeforprofessionaldevelopmentandsupervisiontailoredtothepositionofeachpractitioner,reinforcingtheperceptionthatthesearean“addon”torealwork,ratherthananessentialpartofthesocialworktask.

2.7 Over1100socialworkerscontributedtoadiaryandsurveyexerciseconductedearlierthisyearonbehalfoftheTaskForce.Thesampleincludedsocialworkersinchildren’sandadultservicesin29differentlocalauthoritiesandsomeinthevoluntaryandindependentsectors.Thetablesbelowshowinitialfindingsoncaseloads.(Thefullreportwillbepublishedinearly2010).

18Forinstance,studiesintothecausesofchilddeathsfoundthatpoormanagementsupportandpoorprocesshadanegativeimpactonhealthandledtoabsenteeismandstress.


Active cases held by those working in Adult Services Departments

0

10

20

30

40

50

60

70

No.

of

soci

al w

orke

rs

No. of cases held

04%

Up to 54%

6–1017%

11–1519%

16–2023%

21–2512%

26–306%

31–404%

41–501%

51–600%

61–1001%

>100<1%

No info25%

Active cases held by those working in Children’s Services Departments

0

20

40

60

80

100

120

140

160

180

No.

of

soci

al w

orke

rs

No. of cases held

04%

Up to 54%

6–1017%

11–1519%

16–2023%

21–2512%

26–306%

31–404%

41–501%

51–600%

61–1001%

>100<1%

No info25%

2.8 Oursurveyalsofoundthat49%ofrespondentsworkedmorethantheircontractedhourswith9%workingconsiderablymorethanoneextraworkingday.

2.9 Throughthesurveyandothersources,wehavebeenabletounderstandmanyofthefactorsthathaveabearingonhowcaseloadscomparableinsizecanneverthelessdifferinthedemandstheyplaceonsocialworkers.Thesevariablesinclude:thequalificationsandexperienceofsocialworkersconcernedandthesupervisiontheyarereceiving;asocial


worker’sothernon-caserelatedresponsibilities(e.g.maintaininglinkswithoutsideagencies);numberofhoursworkedweekly;thecharacteristicsofthepopulationserved;thecomplexityofindividualcasesandtheintensivenessofactionneededatdifferentpoints;variationintheadministrativeandpracticalburdensofdifferentcases(e.g.travel,timeincourt,recordingrequirements,professionalmeetings);localpracticeinmanaginglessactivecasesandinhowcasesareclassifiedandcounted(e.g.countingfamiliesascasesorcountingindividualswithinfamilies);widerworkforceplanningandhowworkisshared(ornot)withcolleaguesoutsidetheimmediateteamandservice;andtheimpactoftemporaryabsencethrough,forinstance,illness.

2.10 Theskillsandawarenessoflinemanagersinbalancingallofthesefactorsarepivotaltocaseloadmanagement.Wehaveheardhowgoodmanagersmakecontinuousjudgementsaboutcaseloads,sometimesrunninginformalsystemswhichtheykeepunderreviewandwhichcanbeadaptedtochangingteamcircumstances.Theyavoidamechanisticapproachandhavetheconfidencetoescalateproblemswithworkloadtoseniormanagerswhennecessary.

2.11 Ourevidencesuggeststhatitisthelackofawholesystemapproachtomanagingallofthepressuresonworkload–ratherthanthelackofasinglecaseloadlimit–thatishavingadetrimentaleffectonsocialworkpractice.

Supervision

2.12 Throughsupervision,socialworkersreviewtheirpracticeanddealwiththechallengesandstressesarisingfromtheirwork;andmanagerscangettounderstandthecurrentcapabilitiesofthepractitioner,helpingtheminturntoallocatecasesappropriately.Supervisionalsoprovidesanopportunitytoconsidermattersnotdirectlyconnectedwithworkloadorthejobwhichmayneverthelessbeimpactingonhowwellasocialworkerisperforming.Inshort,highqualityreflectivesupervisionisessentialtoachievingafairandbalancedworkload.

2.13 Inourinterimreport,weidentifiedthethreemainspecificfunctionsofsupervision.

●● LineManagement–thisincludesmanagingteamresources,delegationandworkloadmanagement,performanceappraisal,dutyofcare,supportandotherpeople-managementprocesses

●● Professional(orcase)supervision–reflectingonandrespondingtothechallengingquestionsthrownupbypracticeandcases,includingimplicationsforthepractitioner’swelfareorsafety;reviewingtherolesthepractitioneristakingonandtheirrelationswiththeserviceuserandwithotherprofessionals;evaluatingtheimpactofactionsanddecisions;andcapturingwhatcanbelearntforthefuturefromdaytodaypractice

●● Continuingprofessionaldevelopment – ensuringsocialworkersaredevelopingtheskills,knowledgeandexperiencetodotheirjobwellandmakeprogressintheircareers.Observationofpracticeandconstructivefeedbackshouldbepartoftheprocess.


2.14 However,surveyscontinuetoshowthattoomanysocialworkersdonotgetaccesstothistypeofsupervision.Asaresult,theyfeelthattheiroriginalskillsarestagnatingandtheyarenotacquiringnewones.Theybecomereluctanttothinkcriticallyorcreativelyaboutthejudgmentstheyneedtomakeandfallbackonamoremechanisticapproachtotheirwork.Theycanbegintoquestiontheirowneffectivenessandexperience‘burnout’throughacombinationofheavyworkloadsandlowsupport.

Managers

2.15 Itisclearfromwhatwehavelearntaboutbothworkloadandsupervisionthatskilledandconfidentfrontlinemanagersareessentialtogoodfrontlinesocialwork.

2.16 Wehaveheardaboutexcellentpracticeinmanagementandsupervision.However,wearealsoconcernedabouttheoverallqualityandconsistencyoffrontlinemanagement,andthepressuresunderwhichmanagersandsupervisorsareworking,onanumberofcounts.

●● Professionalsupervision(seeabove)isofteninadequatebecauselinemanagersdonothaveaccesstotraininganddevelopmenttohelpthemtocarryitoutwell.Evenwheretrainingisavailable,managersareoftentoobusyonceinposttotakeitup.

●● Itisrareforthetrainingofferedtofrontlinemanagerstofocusonhowtheysupportpractitionersinbecomingresilientindealingwiththeemotionalimpactofthework,oronhowtheymanagetheperformanceofstaff.Inbothareas,managersreportfeelinginadequatelyprepared.

●● Timepressuresonmanagers,andhighnumbersofstaffreportingtothemwithoutanymethodformitigatingthis,resultinaneedtofocusnarrowlyontasksandprocesses,andonmeetingindicators,attheexpenseofconcentratingonoutcomesforserviceusersandthequalityofservice.

Recommendations

Recommendation 6: Standard for Employers

TheSocialWorkTaskForcerecommendsthedevelopmentofaclearnationalstandardforthesupportsocialworkersshouldexpectfromtheiremployersinordertodotheirjobseffectively.

2.17 Thisstandardshouldbeagreedthroughthenationalprogrammeforsocialworkreformproposedelsewhereinthisreport(seeChapter6).Itshouldprovideclearguidelineson

●● howworkforcelevelscanbemanagedandneedspredicted–includinghowtheserelatetodeliveringagoodservice,takingaccountofthesizeofthelocalpopulation,levelsofdisadvantageandotherfactorsthatinfluenceneedanddemand

●● howworkflowcanbemanaged–includingpracticeincaseallocationandassessingriskscausedbyunallocatedcaseswithaviewtoestablishingandkeepingunderreviewlocalcaseloadceilingsfordifferentteamsandservices


●● provisionofsupervisionatindividualandteamlevel19

●● meetingtheneedsofpractitionersinrelationtotheirsafetyandwelfare

●● practicaltoolsandconditions–includingtechnology,administrativesupportandtheworkingenvironment

●● accesstoresearchandpracticeguidancewhetherthrough:organisationsledbythesectoritself;tailoredsupportfromexternalexpertsinresearchandevidence;ornationalbodies20continuouslysiftingtheevidencebaseandrelayingthemostusefulinformationtothefieldasawholeineasilyformatsthatareeasytofindanduse

●● practiceawarenessamonglocalleaders,directorsandmanagersincluding

– knowledgeofandaccountabilityforthestrengthsandweaknessesofsocialworkintheirarea,andtherealitiesoffrontlinepractice,fromthepointsofviewofpractitionersandserviceusers

– thepresenceofaseniormanagerwhoisalsoaqualifiedsocialworkerandwhooverseestheoverallhealthofprofessionalsocialworkintheorganisation;advisesitonhowthestandardforemployerscanbeupheld;andisaccessibletofrontlinestaff21.(Thismanagerwouldalsobethepersonwhooverseestheframeworkproposedbelowforassessingofthe“health”oftheirorganisationonarangeofissuesaffectingworkload.)

2.18 Werecommendthatallemployersprovidingasocialworkserviceshouldberequiredtoassesstheirperformanceagainstthestandard,takethisthroughtheirinternalreviewprocess,publishtheresults(includinginformationonthecaseloadceilingsorcontrolstheyareoperating), andsetouttheirplansforimprovement.

2.19 Employersshouldeventuallybeabletoreceiveagradedkitemarkaward,recognisingtheirsuccessinmeetingthestandard,andtoseetheirsuccessorfailureinmeetingthestandardreflectedininspectionjudgements.

2.20 If,induecourse,voluntaryadoptionofthestandarddoesnotleadtotangibleimprovementinthepracticalandprofessionalresourcesavailabletofrontlinesocialworkers,thegovernmentshouldgiveconsiderationtodirectinterventioninstatutoryagenciesfallingshortofthestandard.

2.21 Webelievestronglythatemployerscanstarttotakeactionnowtoimprovethesupporttheyprovidetofrontlinesocialworkersinmanagingtheirworkload,andinpreparationfortherolloutofthefullstandard.Werecommendthedevelopmentintheshorttermofatoolthatcanbeusedatteam,serviceandorganisationleveltodeterminehowwellworkflowsandworkloadsarebeingmanagedandwhich,induecourse,canformthebasisfordevelopingthestandard.

19ResponsestotheSocialWorkTaskForceworkloadsurveyhighlightwidespreadofinformalsupervisionwithinteamsandbetweenpeerswhichishighlyvaluedbymanysocialworkers.

20SuchasSCIE(SocialCareInstituteforExcellence).21ThisrolemighthaveelementssimilartothoseoftherolegiventoChiefSocialWorkOfficersinScotland.


2.22 AtAnnexA,wearepresentinganinitialframeworkforhelpingemployersandpractitionerstotakeactionnowinassessingthe“health”oftheirorganisationonarangeofissuesaffectingworkload.Thisframeworkshoulddevelopedfurtherinduecourseinsupportoftheproposedstandardforemployers.

LearningthelessonsfromICS

Effectiveinformationtechnologyisacriticalpartofthesupportemployersshouldputinplaceforsocialworkers.

TheTaskForcehaspreviouslyadvisedthattheIntegratedChildren’sSystem(ICS)shouldbereformedsothatitsupportseffectiverecord-keepingandcase-managementbysocialworkers–butthatthesystemshouldnotseektomandateaparticularapproachtofrontlinepractice.

Inresponsetoourrecommendations,andthroughconsultationwithsocialworkersusingthesystemandwithlocalauthorities,DCSFhaschangeditsapproachtoICS.Ithasestablishedanimprovementprogrammefocusedon

●● simplificationofthenationalspecificationsforICS

●● clarificationthatlocalauthoritiesareresponsibleforthequalityandusabilityoftheirIT,andforensuringthatitsupportseffectiveprofessionalpractice

●● supporttoauthoritiesinmakinglocaldecisionsaboutthefutureoftheirICSsystems,including:toolsforassessingandimprovingusability;andguidanceabouthowsimplificationscanbeintroducedwhilstprotectingtheintegrityofthesystemandcontinuingtosupportsocialworkerstooperatewithinthelegalframework.

ThefirstsetofsimplificationsandguidanceforICSwasissuedbytheDCSFinOctober22.

Changewasboundtotaketime:localauthoritieshaveneededtomakesignificantadjustmentsinordertorespondtothenewapproach;somesuppliersrequirelongleadintimesforchangetotheirproductssupportingtheimplementationofICS.Asaresult,theimprovementshavenotyetmadeadifferenceforallsocialworkersonthefrontline.

However,theSocialWorkTaskForceverymuchwelcomesthisnewapproachtoICSfromDCSF.TheDepartmentisstartingtodevelopastrongmodelforworkingwiththeprofessiononissuesthatareimportanttofrontlinepractice.Thisneedstobecomethetemplateforcollaborativeworkingthatwillbekeytothesuccessofreformasawhole.

Inourinterimreport, wealsonotedthatproblemswithcomputersystemsarenotnecessarilylimitedtochildren’sservices.ItwillbecriticalthereforethattheworktoimproveICScontinues,withwiderlessonslearnedandapplied,aspartofthewiderreformprogrammeforsocialworkdevelopedinresponsetothisreport.

22www.dcsf.gov.uk/everychildmatters/safeguardingandsocialcare/integratedchildrenssystem/ics.


Recommendation 7: Supervision

TheSocialWorkTaskForcerecommendsthatthenewstandardforemployersshouldbesupportedbyclearnationalrequirementsforthesupervisionofsocialworkers.

2.23 Theserequirementsshouldmeanthatallorganisationsemployingsocialworkersarerequiredtomakeapositive,unambiguouscommitmenttoastrongsupervisionculture,tobeachievedthrough

●● aclearsupervisionpolicy

●● effectivetrainingandperformancemanagementforsupervisors

●● strongleadershipandexamplefromseniormanagers

●● monitoringoftheactualfrequencyandqualityofsupervisionagainstclearstatementsofwhatisexpected

●● compliancewithestablishedguidanceonthefeaturesofgoodsupervision23

2.24 TheTaskForcewouldalsoexpectminimumfrequencylevelsnormallytobeweeklyforfirst6weeksemployment, thenfortnightlyforthedurationofthefirstsixmonths.Aftersixmonthsinpost,thiswouldmovetoaminimumofmonthlysupervision,witheachsessionatleastanhourandahalfofuninterruptedtime.Wherethelinemanagerisnotasocialworker,professionalsupportshouldbeprovidedbyanexperiencedsocialworker.24

2.25 Inaddition,effectiveorganisationswillwishtocontinuetodeveloppeerandgroupsupervisionandtheuseoffocusedcasediscussionaspartofawidercultureoflearninganddevelopment.

2.26 Bothfrequencyandqualityofsupervisionisincorporatedintotheinitialframeworkforassessingthe“health”oforganisationsonarangeofissuesaffectingworkload(seeparagraph2.22above).

2.27 Supervisionisalsoanintegralpartoftheproposedstandardforemployers(above).

23See,forinstance,Providing Effective Supervision(SkillsforCare/CWDC2007).Allsupervisionshouldbe:basedonawrittenagreementorcontract;plannedwellinadvanceandonlychangedinexceptionalcircumstances;well-structured,allowingboththesupervisorandthepractitionertocontributetotheagenda;providedinanappropriatesettingandfreeofinterruptions;inclusiveofallthefunctionsoutlinedintheunitofcompetenceproperlyandpromptlyrecorded,withnotescopiedtotheindividual.

24Thesesuggestionsareinpartbasedonguidancefornewlyqualifiedsocialworkersinadultservices,developedbySkillsforCare.


Recommendation 8: Front Line Management

TheSocialWorkTaskForcerecommendsthecreationofdedicatedprogrammesoftrainingandsupportforfrontlinesocialworkmanagers.

2.28 Thisprogrammeshouldbeatthreelevels.

●● Aspiring managers

Inordertomoveintoafirstlinemanagementrole,prospectivelinemanagersshouldhaveaccesstotraininganddevelopmenttopreparethemforthisstep.Thistrainingshouldbeinlinewithanationallyagreedsetoflearningoutcomesandastandardisedassessmentframework.

●● Newly appointed managers

Thisleveloftheprogrammecouldadoptasimilarformattoprogrammesfornewlyqualifiedsocialworkerswith:statementsabouttheskills,knowledgeandbehaviourmanagersshouldbeabletodemonstratebytheendoftheirfirstyearinpost;andframeworkscoveringhowtheirprogressisrecordedandassessedandthesupporttheyshouldreceive.

●● Established managers

Thetrainingofferedatthisleveloftheprogrammewouldseektoensurethatestablishedmanagershaveachieved,andcanmaintainandbuildon,abasiclevelofcompetence asbothamanagerandexpertpractitioner.


Chapter 3: Professional Development and Career Progression

SummaryTheSocialWorkTaskForceisrecommendingasingle,nationallyrecognisedcareerstructure.Thisnewcareerstructurewould

●● mapeachof themainstagesofacareerinsocialworkfromdegreecourseentrantonwards,makingcleartheexpectationsthatshouldapplytosocialworkersateachofthesestages

●● giveshapetothemorecoherentandeffective nationalframeworkforthecontinuingprofessionaldevelopmentofsocialworkers,whichwearealsorecommendingandwhichshouldincorporatethenewMastersinSocialWorkPractice

●● guideindividualemployersinhowthesocialworktaskisbestorganisedinlocalitieswiththerightmixofexpertisewithinfrontlineteamsandhowtheyshouldorganisetheirworkforcetosupportprogression

●● ensurethatsocialworkersarepaidfairly,inlinewiththeirskills,knowledgeandlevelofresponsibility–with,inparticular,progressionroutesavailabletohighquality,specialistpractitionerswhichdonotremovethemfromfrontlinepractice

3.1 IntheinterimreportoftheTaskForce,wesetoutwhyimprovementsincontinuousprofessionaldevelopment,andclearerrolesandcareerstructure,wouldneedtoformimportantpartsofthereformofsocialworkasaprofession.

Continuousprofessionaldevelopment

3.2 Initialeducationis,ofcourse,vitalinitsownright.Earlierinthisreport,weproposeareformedsystemofinitialeducationandtrainingforsocialworkers,culminatinginanewassessedyearinemploymentasthefinalstageinbecomingalicensed,practisingsocialworker.

3.3 However,socialworkersneedtolearnandadaptmoreorlesscontinuously,notleastbecausechangeispartandparcelofsocialwork:demographics,governmentpolicy,statutoryandvoluntaryservices,publicexpectationsandtheevidencebaseforeffective


practicewillallcontinuetoevolve.Initialtrainingshouldalsothereforeprovidethefoundationforcareerlonglearninganddevelopment.

3.4 Highqualitycontinuousprofessionaldevelopment(CPD)allowssocialworkerstoextendanddeepentheirknowledge,skillsandanalyticalthinking,tobuilduptheirspecialistexpertise,andtoincreasetheirconfidenceandadaptability.

3.5 Socialworkneedsacultureinwhichprofessionalsandemployerstakeseriouslytheirresponsibilityfordevelopingthecurrentandfuturegenerationofworkers.AcommitmenttoexcellenceinCPDshouldbeamajorpartofthisculture.

3.6 Thecurrentpost-qualification(PQ)frameworkofnationallyaccreditedcourses,ineffectsince2007,includessomeexcellentprovisionforboththeadultandchildren’sworkforce. WheretherearestrongpartnershipsandgoodcollaborationbetweenemployersandHEI–forexampleincommissioning,planninganddevelopingcurrentPQcourses–thishasledtoamorestrategicapproachtoongoinglearningandtheexchangeofknowledge,moresharingofresources;andpositivestepstodevelopandupdatepractice.

3.7 However,CPDisnotyetproperlyvaluedandsupportedinallplacesandorganisations.Wehaveheardthattheframeworkasawhole isnotsufficientlycoherent,effectiveorwidelyunderstood,withweaknessesinchoice,flexibilityandrelevance.Takeuphasvariedacrossthecountryandhasbeendisappointingoverall.Thereareconsiderablebarriersinmanypartsofthecountrytosocialworkersundertakingcourses,includinglackofemployersupportand,particularly,alackoftimeduetoheavyworkloads.

3.8 Socialworklackssharedunderstandingoftheoveralldirection,shapeandcontentofitsprogrammeofprofessionaldevelopment.Thecurrentpositionisarecipeforinconsistency,confusionandpoorpractice.Itisbadforretainingpeopleinsocialworkandforthestatusoftheprofession.Weneedmoreemployingorganisationsreadytosupportongoingtrainingandlearning(aswellasinitialtraining),insupportofaprofessionwithamuchclearersenseofwhatcareerlongdevelopmentshouldmean.

3.9 SuccessinimprovingCPDwillthereforedependheavilyonsharedcommitmentfromemployers,educatorsandprofessionals.Allmustdevotethetimeandresourcesthatwillbenecessarytobringaboutamajorshift.ThismustbeincentivisedthroughthestandardforemployerswerecommendinChapter2.Organisationsthemselveshavetotakeresponsibilityfordevelopingastronglearningcultureandbeseentosupportthiscultureintangibleways.Thiscouldbeachievedby,forinstance,freeingupstafftimeforcourses;supportingstaffaccesstoevidence,researchandguidanceongoodpractice25;andallowingmoreinformalactivitywithinteams26toflourishwhenthisisclearlyraisingexpertiseandimprovingpractice.Individualsalsohavetotakeresponsibilityfortheirowncontinuouslearningand–asisthecaseinotherprofessions–forsupportingcolleaguesandstudentstolearn.

25Through,forexample,journals,onlineresourcesandexternalexperts.26Forinstance:teamdiscussions,journalclubs,takingpartinresearch-focusedpracticeandpolicyprojects,e-learning,reading,

meetingandexchanginglearningwithothersetc.


Aprofessionandcareerwithclearstandards,expectationsandstructure

3.10 Therearemanysetsofstandardsandoutcomestatementsgoverningdifferentdimensionsofsocialwork.However,theprofessiondoesnotyethaveasingle,comprehensiveaccountofwhatshouldbeexpectedofsocialworkersateachstageoftheircareer–includingwhatshouldbeexpectedofnewgraduatesandthoseparticipatinginadvancedsocialworkeducation.Despiteadvancesbroughtaboutthroughdegreestatusandprotectedtitle,socialworkasacareerandprofessionisstillsubjecttotoomuchinconsistencyanduncertainty.Inparticular,thereisnorecognisedprogressionrouteforkeepingexperienced,effectiveprofessionalsinfrontlinepractice.Thereisalsoconfusionamongeducatorsandemployersaboutwhatshouldbeexpectedofnewlyqualifiedsocialworkers(asdiscussedinChapter1).

3.11 Asaresult,organisationsthateducate,regulate,employandsupportsocialworkerslackacommonframeofreference,makingjointactiondifficult.Peopleconsideringacareerinsocialworklackaclearaccountofhowacareerintheprofessioncanbestructured.Thosewhoplanservicesneedtoknowwhattheycanreasonablyexpectofsocialworkersatdifferentstagesoftheircareerandhowtheycansupportprogressionandprofessionaldevelopmentwithintheirworkforce.ThereisevidencetosuggestdifferencesinthewayJobEvaluationSchemesareappliedtosocialworkersmeansthattheirskills,experienceandresponsibilitiesarenotalwaysadequatelymeasured.Serviceusersandthepublicshouldalsobeabletounderstandwhattheycanexpectofsocialworkers,inaccordancewiththeirgradeandexperience.

3.12 Incontrasttootherprofessions,socialworkersarenotabletomakeprogressintheircareerswhilestayinginfrontlinepractice.Thediagramoverleafillustratesthepossiblecareerpathsopentonurses,teachersandsocialworkers.


Nursing, Social Work and Teaching Career Structures

£20,000 *Median starting and maximum rates(source: IDS)

£40,000

£35,000

£30,000

£25,000

£45,000

£50,000

Management Role

Practice and Professional Leadership Roles

Career Progression

AdvancedSkills

TeacherLeadership

Group

ExcellentTeacherScheme

SeniorTeacher

Teacher

NurseTeam

Leader

Nursespecialist

Nurse

NurseAdvanced

NurseTeam

Manager

ModernMatron

NurseConsultant

Nursing, Social Work and Teaching Career Structures (2008 Pay Rates)

SocialWorker*

SeniorSocial

Worker*

TeamManager

SeniorManagers

SeniorManagers

Recommendations

Recommendation 9: Continuing Professional Development

TheSocialWorkTaskForcerecommendsthecreationofamorecoherentandeffectivenationalframeworkforthecontinuingprofessionaldevelopmentofsocialworkers,alongwithmechanismstoencourageashiftinculturewhichraisesexpectationsofanentitlementtoongoinglearninganddevelopment.

3.13 Thisframeworkshould

●● enablesocialworkerstocontinuetodevelopspecialistskills,andtodevelopasleadersandmanagers;andenableandsupportthosewithoutdegreelevelqualificationtocontinuetopursueCPDtodegreelevelandabove

●● helpdevelopthenextgenerationofsocialworkacademics,andinnovativepractitioners(through,forexample,opportunitiestoachievequalificationsatDoctorallevel)

●● informperformanceappraisalsystems


●● supportsocialworkersinmakingprogressthroughthesinglenationallyrecognisedcareerstructureproposedelsewhereinthisreport,withwhichitshouldbecloselyaligned

●● producestandardised,consistentoutcomesthatareacceptedasvalidacrossthecountry–whileallowingtheappropriatelevelsofchoiceandflexibilityinmethodsandstylesoflearninganddevelopment

●● helpbindtogetherresearch,educationandfrontlinepracticesothattheseareallmutuallysupportiveandremainsointhefuture

3.14 Themechanismsthatcouldbeusedtoencouragetheshiftinculturesuggestedbyourrecommendationinclude:linkstothecareerframeworkandthelicencetopractiseschemealsoproposedinthisreport;andtheinclusionofCPDindiscussionsbetweensocialworkersandtheirmanagersconcerningworkloadorappraisal.

3.15 ThenewframeworkshouldbuildonthebestpartsofthecurrentPQframeworkandreflectwhathasbeenlearntfrominnovativemodelsofdelivery(includingcoursesjointlydesignedanddeliveredbyemployersandhighereducationinstitutions;andbespokecourseswhichhavebeendevelopedforaveryspecialistmarket).TheMastersinSocialWorkPractice,towhichMinistersarecommitted27,shouldbeincorporatedintotheframeworkasoneifitsmainfeatures.

3.16 Therearealsobenefitsinsupportingmorediversityofopportunitieslinkedtoindividualneedsandcareeraspirations.Itisimportantthatsocialworkerscanundertakelessformalactivitiesfortheirlearningandprofessionaldevelopment.Thesecanincludespecialistshortcourses,peergroupsupport,actionlearninggroups,researchandshadowingofotherprofessionals.Manypotentiallyvaluableinhouse,locallyprovidedcoursesorspecialistcoursesareoftennotaccreditedorcertificated–inpartbecauseoftheabsenceofaconsistentframeworkforCPD.

3.17 Ongoinglearning,traininganddevelopmentundertheframeworkshouldbetreatedbothasaresponsibilityandanentitlement–andincorporatedintoworkloadplanning,performancemanagementandappraisal.

3.18 ThenewframeworkshouldbeoneofthedevelopmentstakenforwardthroughtheprogrammeforsocialworkreformweproposeinChapter6.

3.19 Weareawareofthebarriersanddifficultiesarisingfromcurrentvacancyratesandworkloadpressureswhichareaffectingallareasofservicedelivery,includingCPD.Itwillbeimportanttoreleasecapacityinthesystemtogivemanagersandsocialworkersthetime,resourcesandspacetodevelopalearningcultureandimprovetheimpactofCPD.However,theexpectedimpactofCPDinproducingmoreeffectivepracticeandbetterservices,andimprovingretention,suggeststhatitwillpaydividendsinthelongerterm.

3.20 TheTaskForcewouldalsowelcometheCareQualityCommission(CQC)andOfstedcommentingininspectionsonhowwellemployerssupportprofessionaldevelopment.

27AnnouncedbytheSecretaryofStateforChildren,SchoolsandFamiliesinMarch2009.


Funding

3.21 InordertosupportopportunitiesforallsocialworkerstoaccessCPD,discussionwillbeneededwiththeHigherEducationFundingCouncilforEngland(HEFCE)aboutwhetherthecurrentELQ(EquivalentLevelQualification)rulescanbereviewed.TheserulesrestrictfundingforthosewhoalreadyhaveaMastersdegreeinundertakingfurtherstudyatMasterslevel.TheywouldhamperthosewhohavequalifiedforpracticewithaninitialMastersqualificationintakingamorespecialistMastersdegreeaspartoftheirCPD.

Renewal of registration

3.22 Thecurrentrequirementsforrenewalofregistrationasasocialworkershouldbeurgentlyreviewedandmademoredemanding.Thisshouldincludeclearevidenceofhowthelearningundertakenhasledtoimprovementsinpractice.

3.23 Theregulatorofsocialworkeducationshouldinthelongertermbeaskedtoconsiderlinkinglicensingandre-licensing(underthe‘licencetopractiseschemeproposedinChapter6)andtothecareerframeworkdescribedbelow.

Recommendation 10: National Career Structure

TheSocialWorkTaskForcerecommendsthecreationofsingle,nationallyrecognisedcareerstructureforsocialwork.

3.24 Asingle nationally recognised career structureshould

●● classifythemainstagesofacareerinsocialwork(fromfirstyearstudentonwards)

●● makecleartheexpectationsthatshouldapplytosocialworkersateachofthesestages

●● linkeventuallytothenationalframeworkforCPD(above),theforthcomingMastersinSocialWorkPracticeandthe‘licencetopractice’schemeproposedinChapter6

●● beusedbyemployersandunionstoagreepayandgradingstructureswhichproperlyrewardsocialworkersinlinewiththeirskills,experienceandresponsibilities–includingthosesocialworkerswhostayinfrontlinepractice

3.25 ThediagrambelowillustratesthecareerstructurethattheTaskForceisrecommending.


A Clear Career Structure with Clear Expectations at Key Points

ADVANCED PROFESSIONAL

PRACTICEEDUCATOR

SOCIAL WORKMANAGER

SENIOR LICENSED SOCIAL WORKER

LICENSED SOCIAL WORKER

‘PROBATIONARY’ SOCIAL WORKER

SOCIAL WORK STUDENT

Clea

r rel

atio

nshi

p to

sta

ndar

ds in

form

ing

educ

atio

n,em

ploy

men

t etc

Further specialist standards including

� child protection� mental health� safeguarding

Assessment

� Graduate Social Worker completing an assessed first year in employment

Graduation

Entry criteria

3.26 Thedetailofwhatisexpectedateachlevel,andtheassessmentprocess,willneedtobeworkedthroughbytheprofession,employers,educatorsandGovernment,aspartofthecomprehensivereformprogramme.Thedevelopmentofexpectationsorstandardsofsocialworkersateachlevelmustbefullyinformedbytheprofessionitself.

3.27 Wewouldliketoseetheseexpectationsbeingdevelopedandconsultedonassoonaspossible.ThisshouldtakeplaceaspartofthenationalreformprogrammeforsocialworkproposedinChapter6.Theseexpectationswillbeneededinordertoguidemanyaspectsofreform,creatingsharedexpectationsofwhatthesystemshouldbesupportingsocialworkerstobeabletodoateachstageoftheircareer.Theyshouldgiveemployers,educatorsandtheprofessionclarityaboutknowledgeandskillsdevelopmentandcareerprogression.

3.28 Theywillalsohelpemployerstoorganizetheirworkforcetosupportprogressionandhelpthemtoachievetherightmixofexpertisewithinfrontlineteamsandmanagement–with,inparticular,progressionroutesavailabletohighquality,specialistpractitionerswhichdonotremovethemfromthefrontline.


Pay

3.29 SocialworkerpayhasbeenraisedinanumberofwayswiththeTaskForce,andtheconcernswehaveheardweresummarisedinourinterimreport.

3.30 Payfornewsocialworkersiscomparabletootherprofessions.However,thereisevidencethataclearercareerstructure,withopportunitiestoprogresstogreaterresponsibilityandhigherpay,whilecontinuingtoworkonthefrontline,willhelprecruitment,promoteretention,andultimatelyimprovethequalityoffrontlineservices.

3.31 TheTaskForcehasalsoseenevidencethatsuggestssocialworkershavedonebadly inthejobevaluationexercisescarriedoutinsomelocalauthorities,whichunderratedtheirknowledgeandskills.Thishasledtothembeingpaidlessthanotherprofessionalswithcomparableexpertiseandknowledge.

3.32 Webelievetheseissuesneedtoberesolvedbysettingoutclearlydefinedlevelsofskill,responsibilityandrole,whichcanbereflectedinlocalauthoritygradingstructuresinordertodeliverpayprogression.Thiswouldprovideagreedandnationallyrecognisedcareerprogression,whileleavingtolocalarrangementsthestructureandsizeofindividualteams.

3.33 Wealsorecommendthat,aspartofthestandardforemployers(seeChapter2),employersshouldreviewtheirjobevaluationofbasicgradesocialworkerstoensurethattheirknowledgeandskillsarebeingfairlyrewarded.Wearemakingrecommendationsfoundedonthecurrentnationalagreementonlocalgovernmentpay,asbothemployersandunionshavetoldustheyarewillingtoactswiftlytomakesignificantchangeareality.However,ifthisturnsoutnotbethecase,webelievethatthegovernmentshouldconsiderwhetheranationalpaybodyisneededtoensuresocialworkersarefairlyrewarded.


Chapter 4: Leadership

SummaryTheSocialWorkTaskForcerecommendstheestablishmentofanindependentnationalcollegeofsocialwork.

Thiswillarticulateandpromotetheinterestsofgoodsocialwork.Itwillgivetheprofessionitselfstrong,independentleadership;aclearvoiceinpublicdebate,policydevelopmentandpolicydelivery;andstrongownershipofthestandardstobeupheld.

4.1 Inourinterimreport,weexplainedhowsocialworklacksasinglelocusofresponsibilityforpromotingtheprofession,improvingpublicunderstanding,spreadingbestpracticeanddrivingupitsstandards.Socialworkersareunsureaboutwheretolookforleadershipoftheirprofession,andforrepresentationinthepolicydebatesthatshapepracticeandconditionsonthefrontline.Throughanonlinesurveyofsocialworkersconductedsincepublicationoftheinterimreport,wefoundfurtherstrongsupportforthecreationofacollegeofsocialworkwiththekindsofresponsibilitieswerecommendbelow.

Recommendations

Recommendation 11: National College of Social Work

TheSocialWorkTaskForcerecommendsthecreationofanindependentnationalcollegeofsocialwork,developedandledbysocialworkers.

4.2 Weanticipatethattheremitofthecollegewilldevelopandgrowovertimebut,fromtheoutset,thecollegeshouldassumepermanentresponsibilityfor

●● promotingthepublicunderstandingofsocialworkasapublicserviceandaprofession

●● providinganindependentvoiceforsocialworkinpublicandmediadebateandreportingpubliclyonthestateofsocialworkinEngland

●● representingtheinterestsofeffectivesocialworkandtheviewsofthesocialworkprofessioninthedevelopmentofchangestopolicy,legislation,educationandregulation


●● bringingtolightexcellentpracticeinsocialworkandpromotingitswideradoption

●● agreeingandarticulatinghighstandardsfortheprofessionandworkingwithemployers,educators,governmentandthepublictoensurethatallpartieshavethesameexpectationsofwhatmakeshighqualitysocialworkpractice

●● relationswithotherprofessionsandsimilarprofessionalbodies

4.3 Inparticular,workingthroughtheproposedboardoverseeingthenationalreformprogrammeforsocialwork(seeChapter6),thecollegeshouldactasthevoiceoftheprofessioninthecreationofthenationallyrecognisedcareerstructureandthenewstandardforemployers(bothproposedelsewhereinthisreport).Wewouldliketoseeitinplacequickly,sothatitcanplayastrongandformativeroleinthedevelopmentandimplementationofthereformprogrammewhichmusttakeforwardourrecommendations.

4.4 Thenewcollegewillneedtoestablishitselfasacredible,wellinformedandaboveallindependentvoiceforsocialworkandfortheprofession.Itshouldstrivetosecurethefullbackingofsocialworkers,whowillneedtoseeitastheirorganisation–onethatactseffectivelyintheinterestsofgoodsocialworkandwhichreflectstheirvaluesandexperience.ItshouldthereforeaspiretohavinguniversalmembershipamongsocialworkersinEnglandandmaywishtoexploreopportunitiestoextentitsreachtootherUKnations.

4.5 Whilethecollegeshouldbeavehicleforpromotingtheviewsandinterestsofsocialworkers,itmustaboveallspeakoutforandpromotetheinterestsofgoodsocialworkasawhole.Tradeunionsandprofessionalassociationswhichrepresentsocialworkers,employers,academics,HEIandserviceusersshouldallhavearoleinhelpingthecollegetobecomeestablished.

4.6 TheCollegewillneedtoworkwithsocialworkerstodetermineindependentfundingandgovernancearrangementsanditslong-termprioritiesandfunctions.Itiscleartousatthisstagethatthereareanumberofissuesthatthecollegewillneedtoconsiderandresolveintheshortandmediumterm.Theseinclude

●● membershiparrangementsandfees–andtheexpectationsthecollegehasofitsmembers

●● theroleofserviceusers:giventhenatureofsocialwork,itwillbeessentialforserviceuserstohaverealinfluencewithintheworkofthecollege–thecollegeshouldcommissionfurtherworkonhowthiscouldbedonemosteffectivelyandactquicklytoputthesemeasuresinplace

●● therelationshipbetweenthecollegeandotherbodiesinvolvedinsocialwork

●● relationsbetweenthecollegeandsocialworkersinotherpartsoftheUnitedKingdomandhowthesemembershipmightbebroadenedovertimetobeavailabletosocialworkerspractisingintheseplaces

4.7 Thecollegeneedstobeinvolvedinthereformprogramme,andthekeydevelopmentsflowingfromit,fromtheearlystages.Interim‘shadowarrangements’forthenational


collegeshouldthereforebesetupassoonaspossible,beginningwithanindependentappointmentprocessforkeyrolesinestablishingthecollege.

4.8 WebelievethatcentralGovernmentshouldprovidelogisticalsupporttotheprofessioninestablishingthecollege,includingbyfundingitfortheshadowperiod.Thenewinstitutionwillneedtobestrongenoughfromtheoutsettoassumeitskeyresponsibilities(assetoutaboveandinthenextchapter)intheshortandmediumterm.Thisshouldbedoneinsuchawaythatthenecessaryindependenceofthecollegeisnotcompromised.


Chapter 5: Public Value and Understanding

SummaryTheSocialWorkTaskForceisrecommendinganew programmeofactiononpublicunderstandingofsocialwork,creatinggreateropennessabouttheprofession,inwhichtheproposednationalcollegeshouldplaytheleadingrole.Actionshouldincludeasustainedapproachtoraisingandmaintainingpublicawarenessofwhatsocialworkentailsandthecontributiongoodsocialworkmakestosociety.ThepublicdescriptionofsocialworkoriginallydevelopedbytheSocialWorkTaskForceforourinterimreportshouldbeadopted,finalisedandusedbythenationalcollegeforthispurpose.

5.1 SocialworkershavespelledouttotheTaskForcehowdeeplyconcernedtheyarebythewayinwhichtheirprofessionisreportedoninthemediaandbythelowlevelsofunderstandingoftheroleandpurposeoftheirprofession.

5.2 Theyhaveexpressedtheirangerathowsocialworkersoftenappearsingledoutfortheblameintheaftermathofthetragedyofachild’sdeath.Theyhavealsoexpressedtheirfrustrationatthereluctance–andinsomecasesblanketresistance–amongsomeemployerstoallowthemtoengagewiththemediaaboutthepositivedifferencetheyaremakingortotalk(withinagreedboundaries)aboutthepressures,dilemmasanddifficultiesofthejob.

5.3 Severalseniorjournalistshavealsospokentousaboutthisissue.Theyhaveemphasisedtimeandagaintheabsencewithinsocialworkofrealmediaexpertise.Inparticular,theyhavespokenabout

●● apoorflowofinformationwhendifficultstoriesbegintobreak,eventothosejournalistswhoareknowledgeableandsympathetic–thisissymptomaticofacultureofdefensivenessthatoftenservesonlytoexacerbatethemediafrenzy

●● thelackofaclear,strongvoiceforsocialworkinthenationaldebate,explainingthetruenatureanddemandsofthejob

5.4 Thepublicimageoftheprofessionseemsthereforetobeunremittinglynegative,withdamagingconsequencesforrecruitment,moraleandpublicperceptions.

5.5 Itiscompoundedbylowlevelsofunderstandingoftheexactroleandpurposeofsocialworkersandoftherealdemandsoffrontlinesocialwork.Themediafocusonharrowingcasesofchildabusehasalsoledtoworriesthatsocialworkhasbeenreducedtohigh-end


childprotectioninpopularunderstanding,thusdisregardingotherimportantaspectsofsocialwork.

5.6 Thislackofunderstandingaffectsnotjustthewidergeneralpublic.Colleaguesfromotherprofessionsandserviceuserscanalsobeunclearorconfusedaboutwhattheyshouldexpectofsocialworkers,leadingtomisunderstandingandfrustrationonallsides.

5.7 Ourinterimreportsetoutinfurtherdetailtheimpactonsocialworkofitsimageinthemediaandconfusionaboutitsroleandpurpose.However,thereissomeencouragementtobefound.Itseemsthatmanypeopledoappreciatethevitalandoftendifficultrolesocialworkershavetoplay.Theenthusiasticresponsetothegovernment’srecentHelp Give Them A Voice andBe the Difference campaignsdemonstratedhowthepubliccantakeapositiveinterestinsocialwork,whenmessagesaboutitarecommunicatedintherightway28.Equally,somesurveysofpublicopinionshowthatperceptionsofsocialworkandsocialworkersaremorepositivethanmightbeimagined.

5.8 Itseemsclear,however,thataslongasserviceusers,thepublic,otherprofessionsandthemediaremainunclearabouttherole,purposeandvalueofsocialworkandsocialworkers,theprofessionwillstruggletobefullyconfidentandeffective.

Recommendations

Recommendation 12: Public Understanding

TheSocialWorkTaskForcerecommendsanewprogrammeofactiononpublicunderstandingofsocialwork.

5.9 Thisprogrammeofactionshouldinclude

●● asustainedapproachtoraisingandmaintainingpublicawarenessofwhatsocialworkentailsandthecontributiongoodsocialworkmakestoafair,caringandcivilisedsociety

●● alongtermstrategyformediarelationshelpingthemediatounderstandsocialworkonanongoingbasisandattimesofheightenedinterest

●● thedevelopmentofclearlinesofresponsibilityforhandlinginformationwhenanewsstoryinvolvingsocialworkbreaks,nationallyorlocally

●● acontinuouslyrefreshed“bank”ofstoriesandcasestudiesthathelptoillustrategoodsocialworkpractice,creatingabenchmarkforthepublicofthepositiveimpactsocialworkcanhave

●● employerstakingresponsibilityforpromotingconstructiverelationshipsbetweenfrontlinesocialworkersandlocalmediaandabletodrawonexpertadviceinhandlingstoriesastheybreak

28Thistwo-phaserecruitmentcampaignwaslaunchedonlineinAugust2009andthereafteronTVandradioandinprint.Around32,000peoplehaveregisteredforfurtherinformationonhowtobecomeasocialworker.


●● systematicuseofstatisticaldataandotherinformationonperformancetocreateabalanced,accuratepictureofpublicunderstandingofthequalityandeffectivenessofsocialwork

●● aregularsurveyofpublicunderstandingofandattitudestowardssocialworkthatwouldmeasuretheimpactofeffortandinvestment

5.10 ThenationalcollegeshouldadoptthepublicdescriptionofsocialworkpresentedintheinterimreportoftheTaskForceanddevelopthisfurtherforuseintheprogrammeofactiondescribedabove.Assuggestedinthepreviouschapters,serviceusersneedtohaverealinfluencewithintheworkofthecollegeandwewouldexpecttoseethisreflectedinworkonthepublicunderstandingofsocialwork.

5.11 Theproposednationalcollegeofsocialworkshouldplaytheleadingroleinorganisinganddeliveringthisprogrammeofaction.Indoingso,thecollegeshouldbeabletocallonhighqualitymediaexpertise.

5.12 ItwillalsobeimportantforGovernmentministerstocontinuetousetheirplatformsforcommunicatingwiththepublictoexplainandpromotesocialworkanditsimportancetothenation.Measuresshouldalsobeputinplacesothatserviceusersandthewiderpublicareabletoengagewithandeasilyunderstandboththisreportandthereformprogrammethatwillfollowit.


Chapter 6: A Cohesive and Purposeful System

SummaryTheSocialWorkTaskForceisrecommendingthedevelopmentofalicencetopractiseschemeforsocialworkers;anewsystemforforecastinglevelsofsupplyanddemandforsocialworkers;andthecreationofasinglenationalreformprogrammeforsocialwork,overseenbyareformboardofemployers,educators,theprofessionandserviceuserswhomustworktogethertoensurethatourrecommendationsmakearealdifference.

Introduction

6.1 Intheearlierchaptersofthisreport,weputforwardwiderangingrecommendationsfordirectchangestohowsocialworkerstrainfor,practise,leadandrepresenttheirprofession.

6.2 Inthisfinalchapterofthereport,wemakeaseriesofotherrecommendationscoveringactionneededtounderpinlong-term,system-wideimprovementandreform.Thesechangeswouldbelessimmediatelyvisibleintermsofhowtheprofessionpreparesforandoperatesonthefrontlineandforhowitpresentsitselftothepublic–butallwillbeessentialtosuccess.Effectivenessonthefrontlinedependsheavilyonhavingacohesive,purposefulsystembehindit.

6.3 Thischapteralsocontainsouradviceonthingsthatgovernment,employersandotherscandonowtotacklecapacityproblems,whichwillotherwiseholdbackreformandseecurrentproblemsgrowmoreentrenched.

Licencetopracticesystem

6.4 Implementingtheassessedandsupportedyearinemploymentproposedearlierinthisreport(seeChapter1)wouldclearlymeanamendmentstothecurrentarrangementsforregisteringasasocialworker,whichallowregistrationonbeingawardedadegree.However,wealsoknowthattherequirementscurrentlygoverningrenewalofregistration(involving90hoursofcontinuousprofessionaldevelopmenteverythreeyearsarelooselydefinedandnotrigorouslymonitored.Thereisalsoaclearongoingneedtoensurethatthearrangementsgoverningregistrationsupporteffectiveregulationoftheprofessionintheinterestsofeffectivepractice,safeconductandpublicprotection.Thecurrentcodeof


practiceisnotsufficientlyfocusedonsocialworkersasadistinctbodyofprofessionals.Asaresult,itisnotdrivingupstandards.TheroleoftheGSCCasregulatoroftheprofessionisnotclearlyunderstoodandissometimesconfusedorconflatedwithotherroles.

Recommendations

Recommendation 13: Licence to Practise

TheSocialWorkTaskForcerecommendsthedevelopmentofalicencetopractisesystemforsocialworkers.

6.5 Underthissystem,practitionerswouldfirstacquireandthenmaintaintheirstatusassocialworkers(andtheirabilitytobeemployedassuch).Thiswouldbeachievedthroughdemonstratingthattheyhavekepttohighstandardsofcontinuingcompetencyandprofessionaldevelopment.

6.6 Alicencetopractisewouldreplacecurrentrequirementsforre-registrationwithasystemthatismorerigorousandtransparentabouttangibleimprovementsinknowledgeandskills.Itwouldreflectthechangebroughtaboutthroughtheassessedyearinemploymentwhichwouldhavetobecompletedsuccessfullypriortothefirstawardofafulllicence.

6.7 TheTaskForcehopesthatthelicencetopractisesystemwilldeveloptoincludearenewalrequirementwhichrelatestoeffectivecontinuingprofessionaldevelopment,associatedwithanentitlementtothetimeandtrainingneededtosupportthis.Inthemeantime,currentrequirementsforre-registrationshouldbeurgentlyreviewedandmadestrongerandmoredemanding.Thisshouldincludeclearevidenceofhowthelearningundertakenhasledtoimprovementsinpractice.Inthelongerterm,linkinglicensingandre-licensingtospecificjobroles–andeventuallytocareerpathwaysandthecareerframeworkasdescribedinChapter3–shouldbeconsidered.

6.8 Adedicatedcodeofpracticeforsocialworkersshouldbedevelopedtounderpinthelicence.Thecontentofthecodeshouldbecommunicatedclearlytotheprofession,employers,serviceusersandthewiderpublic,withtheproposednationalcollegeofsocialworkplayingaprominentandongoingroleinthisprocess.

Socialworkersupply

6.9 WedonothaveasystemforanalysingorforecastingtheoveralldemandforandsupplyofsocialworkersinEngland.Thereisalackofreliable‘realtime’dataonthecharacteristicsoftheworkforceandtrendswithinit(e.g.vacancyrates).Equally,thereisnoagreedmodelforestimatingandinfluencingthenumberofsocialworkersneededinlocalareas.

6.10 Asaresult,workforceplanningatlocallevelandnationallevels,andtheplanningandresourcingofeducationandtraining,areseverelyhamstrung.Thissituationisnottenableinthelongterm.


Recommendation 14: Social Worker Supply

TheSocialWorkTaskForcerecommendsanewsystemforforecastinglevelsofsupplyanddemandforsocialworkers.

6.11 Thissystemshouldinclude

●● regular,reliableandproportionategatheringofworkforcedatawhichsupportstheunderstandingofnationalandmorelocalisedsupplyanddemand

●● centraliseddataanalysisandexpertise,whichcan

– bringforwardimprovementsandmodificationstocurrentdatacollection

– modelpolicy,demographicandotherchangesontooverallnumbersofsocialworkersneededinfutureyears

– adviseontheimplicationsofthesechangesforeducation,trainingandcontinuingprofessionaldevelopment

●● partnershipsoverseeingworkforcestrategy,planningandinnovationatthelevelmostappropriatetolocalandregionalneeds.Thesepartnershipswouldallowemployerstocollaboratebetterwithoneanotherandwiththehighereducationinstitutionswhoeducatenewsocialworkerslocally.

6.12 Developmentsalongtheselineswillalsohelptoinformfuturerecruitmentcampaignsandtoevaluatetheoverallimpactofreformoncreatingaprofessionthatiscapableofattractingtherightpeopleintherightnumbers.

6.13 Itwilltaketimetodevelopandbringintouseamodelalongtheselines,inlargepartbecauseofthepaucityofdatacurrently.Inthemeantime,employersandHEIwillneedtogettogethernow–assomearedoing–tomakethebestarrangementslocally.

Nationalreformprogrammeforsocialwork

6.14 Itwillbedifficulttomakeprogresswithalloftheprecedingrecommendationsinthisreportwhileresponsibilityfortheoverallhealthoftheprofessionstaysfragmented.Employers,educators,theGovernmentandtheprofessionitselfallneedtoactdifferently.Thereisaneedforamuchmorecollaborativeapproachbetweenkeypartnerstostrengthensocialwork,withdemonstrablyhighlevelsofaccountabilityforactiontaken,includingcollectiveaction.

6.15 Reformofthescaleandscopeimpliedbytheserecommendationsislikelytorequireatenyearcommitmentwithconcertedactionoverthenextfiveyearsinparticular.


Recommendation 15: National Reform Programme

TheSocialWorkTaskForcerecommendsthecreationofasinglenationalreformprogrammeforsocialwork.

6.16 Thisprogrammewoulddrivethedeliveryofourrecommendationsandshouldsecurerapidactionandimprovement,andleadtosustainedcommitmentfromemployers,educators,theprofessionandgovernmentoverthenexttenyears.

6.17 Thegovernmentwillneedtoshowstrongleadershipandcommitmentinmakingreformhappen.Itwillneedtomakesuretheprogrammeisproperlysupportedandresourced,andthatitbecomespartofmainstreambusinessintherelevantdepartments.Employers,educators,regulators,andtheexistingbodiesrepresentingsocialworkersmustalsoallsignuptoasharedandsustainedprogrammeofwork.

6.18 Thereformprogrammeshouldthereforebeoverseenbyanewreformboard,reportingtoMinisters,andreflectingthisneedforcollectiveresponsibility.Overallprogressindeliveringreformshouldbereviewedandmadepublicannually.Thevoiceandinfluenceofserviceusersshouldbebuiltintothewholereformprogrammefromthestart.TheprogrammeshouldoverseedeliveryofalltherecommendationsmadebytheTaskForce,includingdevelopmentofthestandardforemployers,thenationalcareerstructureandthesupplymodel.

6.19 Oncethecoreexpectationsforthenationalcareerstructure(proposedinChapter3)areestablished,theTaskForcebelievesthattheyshouldbeusedtorationalisetheplethoraofstandardsandoutcomesstatementswhicharecurrentlyusedtoinformdifferentaspectsofsocialworktraining,developmentandeducation.Theobjectiveshouldbethatallaspectsofthesystem–initialeducation,employmentandcontinuingprofessionaldevelopment–aredesignedtosupportsocialworkersindevelopingtheircareersandcompetencies,underpinnedbyasharedunderstandingofwhattheyareexpectedtoachieve.

6.20 Collectiveactionwillclearlyneedtobetakenatamorelocallevel,aswellasnationallyonsomematters.Thisincludesclosecollaborationbetweenemployersandeducatorstoensurethereareadequatenumbersof:placesonsocialworkcourses;highqualitypracticeplacementopportunitiesforstudents;andsuitableentrantstotheworkforce.Theboardoverseeingreformshouldmovequicklytounderstandlocal,regionalandsub-regionalpartnerships,wherethesearecurrentlyinplace,andalsohowotherprofessionsorganisethemselvestohandletheseissues.Itshouldbringforwardadviceonhowlocalemployersandhighereducationinstitutionscanbestworkandplantogetheronquestionsofeducation,trainingandlocalworkforcesupply.

6.21 Aswesaidinourinterimreport,weareconcernedaboutthenumberofdifferentnationalorganisations,operatingtoarangeofremits,allofwhichhaveabearingonhowsocialworkisdevelopedandled.Despitethepresenceoftheseorganisations,socialworkersstill


findthemselvesunder-representedinavarietyofways,andwearealsoworriedabouttheimpactofsuchconfusionandcomplexityontheeffectivenessandefficiencyofreform.

6.22 OurproposalforanationalcollegeshouldresolvesomeofthesedeficitsbutwearealsorecommendingGovernmentactionshouldincluderationalisationofthedeliveryorganisations,partnershipsandstandardsettingmechanismswhichcurrentlycontributetoconfusionandinefficienciesinworkforceimprovement.Iftheprofessionistobecomemoreconfidentandmoreeffective,itneedstobesupportedbyorganisationsthataremoreclearlyfocusedontheimprovementofsocialwork.

6.23 Governmentactionshouldalsoinclude

●● continuedjointcommitmentandleadershipacrossdepartmentsinsupportofthenationalreformprogramme–withrapidactiontoensurethattheprogrammeisputinplaceandgetsswiftlyunderwayandthatitbecomesmainstreambusinessintherelevantdepartments

●● thenecessaryinvestmenttomakereformarealityatalllevels,especiallyonthefrontline–ourproposalshaveimplicationsforresourcesandlegislationwhichthegovernmentwillneedtoworkthroughasquicklyaspossibleifmomentumistobemaintained

●● stronglogisticalsupporttotheprofessiontoenableittoestablishanindependentnationalcollege

●● ensuringtheperformanceindicatorregimesthatinfluencesocialworkdonotprivilegethecompletionofprocessesattheexpenseofservicequalityoroutcomesforserviceusers,andthattheyavoidperverseincentivesandmeasuresforwhichthereisnosupportingevidencebase–assetoutinourinterimreport,theTaskForceheardstrongmessagesthattheprofessionis,inplaces,atriskofbecomingtoomechanisedandde-skilled,throughanoveremphasisoncomplianceratherthanjudgement

●● interveningstronglywheneveranyoftheambitionsandrecommendationsforsocialworksetoutinthisreportareatriskofnotbeingachieved

6.24 SomeofthereformstheTaskForceisrecommendingwilltaketimetobeimplementedinfullandtoproducechangeontheground.Itwillnotbepossibletoputsomeintoeffectuntilthecapacitywithinthesystemhasincreased.Itfollowsthatmanagers,employers,highereducationinstitutionsandregulators,aswellasGovernment,mustallactquicklytoensuretheyareprovidingthebestpossiblesupporttopeoplewhoneedsocialworkservicesnow –andtothepeoplewhoarechargedwithdeliveringtheseservices.

6.25 Inparticular,werecommendthat

●● DCSFandlocalauthoritiesshouldcontinuetoimprovetheIntegratedChildren’sSystem(ICS),bytranslatingnationalspecificationsintotangibleimprovementstolocalsystems,makingICSmorestraightforwardandeffectiveforfrontlinesocialworkersinchildren’sservices


●● localgovernmentshouldconsiderhowresourcescanbereallocated tomakeadifferenceonthefrontline–centralgovernmentmustsupportlocalgovernmenttomanagehighpressuresonfrontlineservices,includingthroughmakingresourcesavailable

●● employersshouldengageinfrankandopendiscussionswithfrontlinepractitionersandmanagersabouttherealityofpracticeonthefrontline,theburdenspractitionersarecarrying,andhowtheycanimprovecanimproveservices–theymustavoidlettingtheanxietycausedbyunmetneedtobeheldbythemostjuniormembersoftheservice

●● bothformalandinformalpilotingoftheremodellingofsocialworkservicesshouldbeencouragedandincentivized,buildingonwhatisbeinglearntfromworkalreadyunderway

6.26 Takentogether,wefeelthatthefifteencorerecommendationsinthisreportprovideasolidplatformforthereformofthesocialworkprofessionandtheimprovementoffrontlinepractice.Weendthisreportwherewebegan:socialworkhasarrivedatawatershed.Thisisamomentofopportunitythatallofusneedtoseize.


Annex A: Organisations and workloads

TheSocialWorkTaskForcebelievesthatthepeoplewhoorganise,deliverandreceiveservicesareultimatelybestplacedtounderstandhowlocalservicesshouldwork.However,whenseekingtomakeimprovement,itcanbedifficulttofindthebeststartingpointsforanalysisandthenaction.

AsdiscussedinChapter2ofthisreport,wearepresentinganinitialframeworkforhelpingemployersandpractitionerstotakeactionnowinassessingthe“health”oftheirorganisationontherangeofissuesaffectingworkload.Thisframeworkshouldbedevelopedfurtherinduecourseinsupportoftheproposedstandardforemployers.

Theframeworklooksat5keyareaswhichweknowallmakeasignificantcontributiontothedevelopmentanddeliveryofexcellentservices.

Theframeworkistosupportorganizationstoundertakeaselfassessmentagainstthe5areas,identifycurrentstrengthsandplantotackleareasforimprovement.

Theframeworkisnotdesignedtoactasachecklist,butasamechanismtopromotedebateatalllevelsoftheservice.

Itcanbeusedatteam,serviceandorganisationlevel.Itshouldbethebasisfordiscussionateachoftheselevels,witharequirementinplacethatstaffhavebeeninvolvedintheresponseateachlevelandamechanismforrecordingareasofdisagreement.Wherethisisidentified,amechanismforreviewingtheassessment,usuallybyamanagerofanotherteamoratahigherlevel,shouldbeincluded.

Eachorganisationshouldalsoclarifyhowfrequentlytheywillundertakea“healthcheck”andwhattheprocessforauditandreportingshouldbe,includingatleastanannualreporttoleadmemberforbothadultandchildren’sservices.


Theframeworkisnotdesignedtobeprescriptiveandcanbeadaptedtomeettheneedsofeachorganisation.However,thefollowingpromptsmaybeofuseinpromotinganalysisanddebate:

Effectiveworkloadmanagement

Vacancyrates–including

●● currentunfilledposts

●● postscoveredbyagency/temporarystaff

●● postswhicharefilledbutwherestaffareabsent(e.g.longtermsick,maternityleave)

●● turnoverrates

Workload–including

●● numbersofcasesheldbyeachfulltimeequivalent

●● averagehoursworkedbystaffonaweeklybasis

●● currentlevelsofTOILandleavetobetakenbyteammembers

●● numberofsupervisionsessionswhichhavetakenplace–isthisinlinewithorganisationalpolicy?

●● staffattendenceatCPDopportunitiesasplannedinperformanceappraisal–howoftenistrainingcancelled/rearranged?

●● additionalresponsibilitiese.g.studentonplacement,actingasmentortootherteammember,undertakingactionresearch

Proactiveworkflowmanagement

●● Numberofunallocatedcases

●● Re-referralrates

●● Changesinworkflowovertime(peaksandtroughs)

●● Howunallocatedcasesareriskassessed

●● Theescalationprocessforunallocatedcasesandalertstoseniormanagers

●● Howmanycasesareallocatedtotheteam/manager/duty

●● Delaysintransferofcasesbetweenteams

●● Howoftenworkersarerequiredtocancelmeetingswithpeoplewhouseservices/otherprofessionalsinanaverageweekduetore-prioritisationofwork

●● Specificblockstoworkflowwhichneedtobeconsiderede.g.efficiencyofcommissionedservices,relationshipswithotheragencies,transferbetweenteams/services


●● Isthemostefficientuseofskillsbeingmadewithintheteamandwiderservice?Aresocialworkersundertakingtasksforwhichtheirskillsareprimarilyrequiredorcouldtheybedonemoreeffectivelybysomeonewithdifferentskillse.g.anadministrator,paraprofessionalorotherprofessionalgroupeitherwithintheserviceorviaacommissionedarrangement?

Havingtherighttoolstodothejob

Accesstoequipment–mobileworking,ITaccessincludingtotheinternet

Accesstoprofessionalservicestosupportcasework–translators,legaladviceetc

Accesstoresourcese.g.research,libraryfacilities

Appropriateofficespacee.g.desk,officechair,accesstoquietspace.

Ahealthyworkplace

●● Isthereasysteminplacetomonitorfrequencyofsupervisionandqualityofitinordertoensureeffectivepracticeissupported?

●● Is360appraisalinplace?

●● Isthereanemployeewelfaresysteminplaceandarestaffawareofhowtheyaccessit?

●● Howoftendoteammeetingstakeplace?

●● Arestaffabletocontributetotheagenda?

●● Areseniormanagersaccessible/visibleintheservice?

●● Howarestresslevelsmonitoredonanindividualandservicebasis?

●● Isthereawhistleblowingprocessandarestaffawareofwhatthisis?

●● Arethereprocessesinplacetoensurestaffwelfaree.g.riskassessmentsofroles/activities,callback/monitoringprocessestoensuresafetywhilstworkingawayfromtheofficebaseincludingoutofhours?

●● Whatarethesicknesslevelsintheteam/serviceandwhatisthepatternovertime?

EffectiveServiceDelivery

●● Findingsfromcompliments,commentsandcomplaints

●● Feedbackfromserviceusers

●● Feedbackfromstakeholders/otherprofessionals

●● Staffsurveyresults

●● Exitinterviewanalysis


E�ective workload management

Including case numbers, nature of the work, support systems and levels of skill and experience in teams.

Pro active work�ow management

Including e�ectiveness of practice ie. re-referrals, risk assessment and allocation practice.

Having the right tools to do the job

Including provision of appropriate o�ce environment and administration support, access to professional services, IT and research.

Improved morale, better recruitment and retention

OutcomesEnablers

A healthy work place

Characterised by open communication systems, low levels of sickness, proactive approach to health and safety issues, good sta� retention levels and e�ective supervision and line management support.

E�ective service delivery

From the perspective of people who use services, sta�, stakeholders and performance and inspection review.


Annex B: Facing up to the Task: the interim report of the Social Work Task Force

ExecutiveSummary

Introduction

Whenpeoplearemadevulnerable–bypoverty,bereavement,addiction,isolation,mentaldistress,disability,neglect,abuseorothercircumstances–whathappensnextmattershugely.Ifoutcomesarepoor,ifdependencybecomesingrainedorharmgoesunchecked,individuals,families,communitiesandtheeconomycanpayaheavyprice.

Goodsocialworkerscananddomakeahugedifferenceinthesedifficultsituations.Theyareneedednowasmuch,ifnotmore,thanever.Theirprofessionalskillsandknowledgecanhelppeopletotakebackcontroloftheirlives,throughagenuinepartnershipbetweenthesocialworkerandtheserviceuser.Whenthisisnotpossible,andpeopleareatseriousandsignificantrisk,socialworkerscanusestatutorypowerstoresolvethecrisis.

Aprofessionthatmeetstheseexpectationswillneedtohavecertaincharacteristics.

Ourvisionforsocialworkisaprofession

●● confidentaboutitsvalues,purposeandidentity

●● workinginpartnershipwithpeoplewhouseitsservices,sothattheycantakecontroloftheirsituationandimprovetheoutcome

●● workingcohesivelywithotherprofessionsandagenciesinthebestinterestsofpeopleinneedofsupport

●● demonstratingitsimpactandeffectivenessand,therefore,itspublicvalue

●● committedtocontinuousimprovement,withthetrainingandresourcesitneedstobeeffectiveandavigorouscultureofprofessionaldevelopment

●● understoodandsupportedbyemployers,educators,government,otherprofessionalsandthewiderpublic

●● wellledateverylevel:infrontlinepractice;ininfluencingtheshapeandprioritiesoflocalservices;insettingandmaintainingthehighestpossiblestandardswithintheprofession;andininfluencingpolicydevelopmentsandprioritiesatnationalandpoliticallevel


Socialworkersmustplayaleadingroleinkeepadultsandchildrensafeandthrivingbutcannotactsuccessfullyontheirown:theyrelyoncooperationandactionbyotheragenciesandprofessions.Atatimeofmoreintegratedworkingamongprofessions,andmorepersonalisedwaysofdeliveringservices,everyoneconcernedneedstobeclearandconfidentaboutthedistinctiveskills,powersandresponsibilitiesthatsocialworkershavetooffer.

SocialworkinEnglandtoday

ThefirstreportoftheSocialWorkTaskForcesetoutsixmainthemesaboutthecurrentobstaclestothedeliveryofconsistentlyhighqualitysocialworkacrossthecountry,astheyhademergedfrominitialevidencegatheringandextensivediscussionwithstakeholders.

Theme 1 “Wehavebeentoldthatsocialworkersdonothaveenoughtimetodevotedirectlytothepeopletheywanttohelp.Theyareoverstretchedbystaffshortagesandtiedupinbureaucracy.”

Theme 2 “Wehavebeentoldthatsocialworkersarenotbeinggiventhetoolsandsupporttheyneedtodotheirjobs.”

Theme 3 “Wehavebeentoldthatnewsocialworkersareoftennotproperlypreparedforthedemandsofthejob.Theeducationsystemdoesnoteffectivelysupportongoingdevelopmentandspecialisation.”

Theme 4 “Wehavebeentoldthatthesocialworkprofessiondoesnothaveastrongnationalvoiceandisnotwellsupportedatnationallevel.”

Theme 5 “Wehavebeentoldthatsystemsformanagingtheperformanceofsocialworkersarenotdrivingqualityfirstandforemost.”

Theme 6 “Wehavebeentoldthatthesocialworkprofessionisunder-valued,poorlyunderstoodandundercontinuousmediaattack.Thisismakingithardforsocialworkerstodotheirjobsandhardtoattractpeopleintotheprofession.”

TheTaskForcehassincesoughtfurtherevidenceandviewsonthesixthemesinordertodrawitsinitialconclusionsaboutthecurrentstateofsocialworkinEngland.Responsestoourfirstreport,includingthroughourCallforEvidencesurvey,showthatthesethemesresonatestronglywithinandbeyondtheprofession.

Ourfindingstodate,andtheevidencebehindthem,aresetoutindetailinChapter1.WehavedevelopedastrongpictureofthestateofsocialworkinEnglandtodayandthenatureandscaleofthechallenge.Insummary

●● Socialworkisstrugglingtoholditsownasadurable,attractivepublicsectorprofession.Widespreadstaffingshortagesareseriouslycompromisingitsabilitytodeliverqualityonthefrontline.

●● Thecurrentmixofpracticalandprofessionalsupporttofrontlinesocialworkersisinconsistentandsometimesinadequate.Tobeeffective,socialworkersneedappropriatetechnologyandequipment,secureaccesstosupervisionandrobustsourcesofresearchandinformation–andenoughtimetomakegooduseofalloftheseresources.


●● Currentarrangementsforeducation,trainingandcareerprogressionarenotproducing–orretaining–enoughsocialworkerssuitedtothefulldemandsoffrontlinepractice.Thereissimplynotenoughsharedunderstandingaboutthedivisionofresponsibilitiesineducationandtrainingamonghighereducationinstitutions,employersandsocialworkersthemselves.

●● Socialworklacksasinglelocusofresponsibilityforpromotingtheprofession,improvingpublicunderstanding,spreadingbestpracticeanddrivingupitsstandards.Socialworkersareunsureaboutwheretolookforleadershipoftheirprofession,andforrepresentationinthepolicydebatesthatshapepracticeandconditionsonthefrontline.

●● Socialworkisinneedofacleareraccountofhowitseffectivenessshouldbejudged.Currently,somepartsoftheprofessionfeelitisatriskofbecoming“de-skilled”andtoomechanisedinitsapproach.

●● Thedistinctroleofsocialworkersinmodernpublicservicesisunclear.Thishasconsequencesonseveralfronts:howsocialworkersaredeployed;theattitudesandexpectationsofserviceusersandotherprofessionals;thecapacityoftheprofessiontoattractnewrecruits;theformationofpolicy;andthepoorimageoftheprofessioninthepublicandthemedia.

Manyoftheseweaknessescanendupcompoundingoneanother,causingaviciouscircleinwhichserviceimprovementbecomeshardtoachieve.Thepoorpublicimageandunderstandingofsocialworkcreateproblemsforrecruitmentintotheprofession.Combinedwithdifficultiesineducatingandtrainingsocialworkers,theycontributetothestaffingshortageswhichcompromisetheprofession’sabilitytodeliveragoodservice,andwhichputpressureontheworkloadsofexistingstaff.Thesepressurescaninturnsqueezeouttimespentwithserviceusersandtimespentonsupervision,reflectionandanalysis,allofwhichmakepossiblethefinejudgementsattheheartofsuccessfulsocialwork.

Thissituationisfurtheraggravatedwhenpracticalresourcesaremissingornotfullysuitedtothedemandsofthefrontline,andwhenmanagementsystemsseemtoprivilegeprocessovereffectiveness,absorbingmoresocialworkertime.Thecumulativeeffectmeansthatitcanbehardtoretainstaff,feedingbackintoshortages.

Lackofleadershipforsocialworkasawholemeansthatproblemsarenotyetchallengedeffectivelyastheyemergeandcoalesce,andthattheprofessionisnotinpositiontobothdriveupanddefenditsstandards.

TheTaskForcerecognisesthattherehasbeensignificantinvestmentandreforminsocialworkinrecentdecades.However,webelievethatsocialworkhasfailedtobenefitfullyfromtheseopportunitiesbecausetheprofessionhasnotenjoyedstrongleadership,self-confidenceoraclear,sharedunderstandingofthecontributionitcanmaketobetteroutcomes;andbecausereformhaslackedthenecessaryscopeandambition.Reformshavebeentakenforwardin‘silos’,withoutfullpartnershipandsharedunderstandingbetweeneveryonewhoneedstobeinvolved–includingserviceusers–andwithoutfullrecognitionofhowdifferentpartsofthesysteminfluenceoneanother.


ThefutureofsocialworkinEngland

Thereisnowanopportunitytogetthingsright.Wewanttherecommendationsinourfinalreporttoactasacatalystforsuccessfulreform.Ourrecommendationstogovernmentwillbuildonwhatisbestintheprofessionandthecurrentsystem,andbeinformedbythefourprinciplessetoutbelow.

Reformmust

●● bebasedonpartnership,withgovernment,theprofessionandallpartsofthesystemwhichsupportsittakingresponsibilityforchange

●● beunderpinnedbyasharedunderstandingoftheroleandpurposeofsocialwork

●● recognisethatchangetakestime,andmakethebestpossibleuseofavailableresources

●● addressthefullrangeoffactorswhichinfluencetheworkforce

Reform: building blocks and recommendations

Thisdiagramshowsthe“buildingblocks”ofthereformprogrammewhichtheSocialWorkTaskForcewillputforwardinourfinalreportlaterthisyear.Eachbuildingblockwillbeessentialtosuccessfulreformandeachhasavitalroleinsupportingtheothers.

Highquality,appropriateinitialtraining

Resourceswhichsupportandenableeffective

practice

Strongnationalprofessionalleadership

Highqualityongoingtraininganddevelopment

SupplyStrategy–understandingdemandandinfluencingsupply

Publicvalueandunderstanding

Clearrolesandcareerstructure

Inspectionandaccountabiltyregimesupportingimproved

outcomes

Deliverysystemprovidingstronglocalandnational

leadership

Foundedonaclearunderstandingoftheworkthatweneedsocialworkersfor,andofhowtheireffectivepracticecanimproveoutcomes

Chapter2discussessomeoftheissuesthatneedtobeaddressedinrelationtoeachofthesebuildingblocks,andtheconnectionsbetweenthem.ItalsosetsoutsomeofthepossiblesolutionsthattheTaskForcewillbeconsideringanddiscussingwiththesectoroverthecomingmonths.

Wearealreadyclearthatourrecommendationswilladdressthefollowing.


The creation of a national college for social work

Thisisneededtogivetheprofessionastrongerandmorecohesivefocusandvoice.Itcouldplayanimportantroleinrepresentingsocialworkinpublicdebatesandpolicydevelopment,promotingtheprofessionandimprovingpublicunderstanding,spreadingbestpracticeanddrivingupstandards.

Greater partnership between employers and educators for the improvement of social work education

Assuringthequalityofentrantsintothesocialworkprofession,andcreatingacultureofcontinuouslearninganddevelopmentonthefrontline,bothdependonaneweraofimprovedpartnershipbetweenemployersandeducators.

Clearer career progression

Socialworkneedsacommoncareerstructurewhichrewardsexpertiseinfrontlinepracticeandiscloselylinkedtotrainingandprofessionaldevelopment.Wearealsolookingathowthisshouldrelatetoarrangementsfordeterminingpayatlocalornationallevel.

A much more sophisticated understanding of supply and demand

TheTaskForcebelievesthatabrighterfutureforsocialworkdependsonanappropriatesupplyofsuitablyqualifiedapplicantsintostableteamswiththerightmixofexperience.Thesupply,recruitmentandretentionofsocialworkersisthereforeacentralissueforreform.Asaprerequisiteforimprovement,thereneedtoberobustanddurablearrangementsforunderstandingandforecastingsupplyanddemandacrosstrainingandthejobmarket.Thiswillbeneededtoinformworkforceplanningatlocallevel,nationalrecruitmentcampaigns,andtheplanningandresourcingoftrainingprovision.

Securing the resources social workers need to be effective

Inordertomakearealdifferencetothosetheyworkwith,socialworkersneed

●● timetospendworkingdirectlywithserviceusers,theirfamilies/communitiesandotherprofessionalswhohavearoleinsupportingthemandtoreflectontheiractions,adviceandjudgements

●● highqualityprofessionalsupervisionandtimeforreflectivepracticeandcontinuingprofessionaldevelopment

●● manageableworkloadsforfrontlinepractitionersandmanagers

●● basictools,includingITandcommunicationstechnologywhichworkeffectively

●● accesstoresearchandlearningabouthowtheirpracticecanhavemostimpact

Tosupportthis,theprofessionneedsclearguidanceabouthowtimeshouldbespent,howsupervisionandCPDcanbeprotectedandhowworkloadscanbemanaged.Wewillalsomakerecommendationsinourfinalreportabouthowre-modellingcanhelptomakebestuseofprofessionalsocialworktime,andalsodrawontheresourcesofothersinsocialcareandadministrativeroles,toprovideefficientandeffectiveservices.


FollowingtheadvicefromtheSocialWorkTaskForceinMay,theGovernmenthascommittedtoimprovementstotheIntegratedChildren’sSystem(ICS),anissuewhichhasbeenofgreatconcerntofrontlinepractitionersinchildren’sservices.Theseimprovementsnowneedtobemadearealityatnationalandlocallevel.TheTaskForcewillstayengagedinmakingsurechangestakeholdandmakethedifferencethatisneeded.

A clearer common understanding of the role and purpose of social work

TheTaskForcehasdevelopedanewdescriptionofsocialworkasafirststeptowardsamuchstrongercommonunderstandingoftheroleandpurposeoftheprofession.IthasbeendevelopedinplainEnglishtohelptheprofessionmeetthechallengeofexplainingwhatitdoestoserviceusersandthepublic.Thisclearerunderstanding,alongwithitsimplicationsfortherolesandtasksofsocialworkerscanorshouldperformandtheskillsandknowledgetheyneed,willbecomethefoundationstoneofthereformprogramme.Wewillbetakingforwardfurtherwork,withpartners,todevelopacleararticulationoftheserequirements,toinformourfinalrecommendations.Thedescriptionissetoutbelowanddiscussedinmoredetailinchapter2.


PublicDescriptionofSocialWork

Social work helpsadultsandchildrentobesafesotheycancopeandtakecontroloftheirlivesagain

Social workers makelifebetterforpeopleincrisiswhoarestrugglingtocope,feelaloneandcannotsortout theirproblemsunaided

How social workersdo thisdependsonthecircumstances.Usuallytheyworkinpartnershipwiththepeopletheyaresupporting–checkoutwhattheyneed,findwhatwillhelpthem,buildtheirconfidence,andopendoorstootherservices.Sometimes,inextremesituationssuchaswherepeopleareatriskofharmorindangerofhurtingothers,socialworkershavetotakestrongeraction–andtheyhavethelegalpowersanddutiestodothis.

You may think you already do this for your friends and familybutsocialworkershavespecialisttraininginfullyanalysingproblemsandunmetneeds,inhowpeopledevelopandrelatetoeachother,inunderstandingthechallengingcircumstancessomepeopleface,andinhowbesttohelpthemcopeandmakeprogress.Theyarequalifiedtotellwhenpeopleareindangerofbeingharmedorharmingothersandknowwhenandhowtousetheirlegalpowersandresponsibilitiesinthesesituations.

You may think that you’ll never need a social workerbutthereisawiderangeofsituationswhereyouoryourfamilymightneedone,suchas

●● caringforfamilymembers

●● havingproblemswithfamilyrelationshipsandconflict

●● strugglingwithchallengesofgrowingold

●● sufferingseriouspersonaltroublesandmentaldistress

●● havingdrugandalcoholproblems

●● facingdifficultiesasaresultofdisability

●● beingisolatedwithinthecommunity

●● havingpracticalproblemswithmoneyorhousing

Wherewethinkitisneededtoachievereform,wewillalsomakerecommendationsforchangestoinspection,regulation,andtheactivities,rolesorremitsofthenationalorganisationswhichsupportsocialwork.

Muchofthisreportisinevitablyfocusedonsocialworkinthestatutorysector.ThisisthebedrockofsocialworkinEngland.Itisalsowherechallengesaremostwidespreadandmostacute.However,asaTaskForce,weareveryawareofthediversesettingsinwhichsocialworkersoperate.Wearedeterminedtodevelopproposalsthatwillliftthewholeprofessionandbefeltineverysetting.


Nextsteps

TheTaskForcewillcontinuetogatherevidenceabouttheissuesfacingsocialwork.Wewill,forinstance,completeourliteraturereviewandtheanalysisofsubmissionstoourCallforEvidence,withaparticularemphasisonsolutionsandgoodpracticethatcouldinformourrecommendations.Wearedevelopingaquestionnairetohelpwithgatheringtheviewsonsocialworkofserviceusersandwewillworkwitharangeoforganisationsthatcanhelpusinthistask.Wewillalsoreceivefindingsfromourworkloadsurvey,whichwillhelpustoestablishamuchclearer,detailedpictureofhowsocialworkersspendtheirtimeandthepressuresandinfluencesinvolved.

Wealsoawait,andwillconsider,thefindingsoftheChildren,SchoolsandFamiliesSelectCommitteereportintoTheTrainingofChildrenandFamiliesSocialWorkersandwillconsidertheirrecommendations.

However,wehaveidentifiedatthisstagemuchofwhatneedstochangeinordertodelivercomprehensivereform.Ourtasknowistoputtogetheradetailedprogrammeofreformwhichwilldeliverourvisionofastrongandconfidentsocialworkprofessionformanyyearstocome.

Wewillcontinuetodiscussourfindingswithfrontlineprofessionals,serviceusersandotherkeypartnerstomakesurethatourdetailedrecommendationstakeaccountofthechangestheybelieveareneeded.Wewillbetalkingtohighereducationinstitutions,employers,regulators,andotherkeypartnersinsocialworkreformaboutwhattheycandotodelivertherightenvironmentfortheprofessiontochangeandgrow.Wewillcontinueourworkonimprovingtheunderstandingofsocialwork,buildingonthenewdescriptionwehaveputforwardinthisreport.


Annex C: Membership of the Social Work Task Force

Moira Gibb CBE Chief Executive, Camden Borough Council

Andrew Webb Corporate Director, Children & Young People, Stockport Metropolitan Borough Council

Anne Beales MBEDirector of Service-user Involvement, Together – Working for Wellbeing

Bob ReitemeierChief Executive, The Children’s Society

Bridget RobbCollege Development Manager, British Association of Social Workers

Celia Atherton OBEDirector of Social Justice, Dartington

Deidre SandersProblem Page Editor, The Sun

Diane MallettSenior Practitioner & Practice Teacher, Darton Social Services

Helga PileNational Officer for Social Care, UNISON

Jamaila TausifTeam Manager, Stoke-On-Trent City Council

James ReillyDirector of Community Services, London Borough of Hammersmith & Fulham

Jivan SembiHead of Safeguarding, Coventry City Council

Kim Bromley-Derry Executive Director of Children’s Services, Newham Council


Maxine Wrigley MBE National Coordinator, A National Voice (Head Office)

Neil Wragg MBE Chief Executive Officer, Youth at Risk

Richard Jones Executive Director, Adult & Community Services, Lancashire County Council

Sue Butcher Head of Children and Young People’s Services, Gloucestershire County Council

Sue White Professor of Social Work, Lancaster University

Building a safe, confident future

The final report of the Social Work Task Force: November 2009

Build

ing a safe, co

nfid

ent future The final rep

ort o

f the So

cial Wo

rk Task Fo

rce

The Social Work Task Force is an expert group, jointly appointed by the Secretaries of State for Health, and Children, Schools and Families, to advise the Government on social work reform

You can download this publication online at http://publications.dcsf.gov.uk

Search using ref: DCSF-01114-2009

ISBN: 978-1-84775-588-9

D16(8480)/1109

© Crown copyright 2009

Extracts from this document may be reproduced for non-commercial research, education or training purposes on the condition that the source is acknowledged. For any other use please contact [email protected]

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Building a safe, confident future · 4 Building a safe, confident future We know also that capacity across the social work service is very stretched. It will be difficult for those