Social Work Policy and Supervision

Ida BentleyStephanie CharlesSharon Middleton

Andie Oliver

Workforce Development Team

www.walsall.gov.uk

Introduction

Why? Recommendation 7 of the social work taskforce called for “clear

national requirements for the supervision of social workers” this is now embedded in the Standards for employers and supervision framework

• Health Care Professional Council registration (HCPC) and Professional Capabilities Framework (PCF)

• Portfolio and need to evidence reflective practice

and changing nature of Continued Professional Development

• Performance - you have confirmed that it is, at best, uneven! It is a vital tool, especially when the pressure is on, to support delivering

consistent, quality services

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Objectives for the session

• Present• Priority• Preparation• Participation• Purpose• Paperwork• Product

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Present

Rating of current supervision

5

6

18

Poor (1-3)

So So (4-7)

v Good (8-10)

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What is good?

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

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What is good?

• Development needs, practice issues, case/work loads, complex cases

• Personal matters affecting work; personal development• Guidance to enhance skills; listens; realistic aims • I feel better after supervision; positive praise • Part of my reflection process; confidence in my abilities• Protected time; positive and challenging experience

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What is less good?

• Do not feel had any support regarding personal development

• Feel that I am treated differently to my colleagues

• No positive feedback where good outcomes

• No record of our concerns and no safety net

• Focuses almost purely on casework

• Lack of focus on personal issues or professional development

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What is less good?

• Not receiving Supervision notes soon after • Managers follow up actions are not always followed up• Quality of work suffering as informal networks have been

dissolved• Often feels rushed; sometimes not enough time• Sometimes not a priority for either of us because of time • Different managers and at times no supervision due to

transition• Supervisions having to be rearranged/cancelled

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Conclusion

You’ve told us how poor or irregular supervision:

Damages morale, leaves people unvalued, adds to confusion and a lack of direction, misses concerns reaching senior managers fails to help you develop confidence, skills or career Whilst rounded, regular supervision:

sees people motivated, gives alternatives, enhances development, helps prioritise cases, supports efficiency, makes you want to stay here and benefits your service users

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Present -

• Replaces National Occupational Standards for social workers and the GSCC Code of Practice for Social Care Workers.

An holistic approach which forms part of what can be expected from social worker at each level on the social work career pathway.

• Applies to all social workers in all roles and settings.• Sets out the profession’s expectations in terms of career and

professional development.• Helps to shape social work from the point of qualifying.• Used to inform career and professional development mapping

out career progression.• http://www.collegeofsocialwork.org/pcf.aspx

Professional Capabilities Framework (PCF) and The HCPC professional standards for Social Workers

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Employer Standards for Social Workers:

1. Have in place social work accountability framework.

2. Effective workforce planning systems.

3. Implement effective systems to manage workload and case allocation.

4. Make sure social workers can do their jobs safely and have the tools and resources they need.

Present -

6. Provide opportunities for CPD, access to research and practice guidance.7. Maintain professional registration.8. Establish effective partnerships.

5. Have regular and appropriate social work supervision

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• Ensure supervision is incorporated into the organisations accountability framework.

• Promote learning, sharing knowledge and reflection.• Provide regular supervision training.• Undertake regular and consistent supervision.• Additional professional supervision.• Sessions last at least one and a half hours.• Monitor frequency and quality.

Priority – Employers should:

• NQSW weekly supervision for the first 6 weeks, fortnightly for the first 6 months and monthly thereafter.

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Time between supervisions

< 4wks 4-6wks 6-8wks 8-10wks >10wks0123456789

10

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Supervisor preparation

28%

44%

28%

extensivelimitedpoor

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Supervisee preparation time

17%

39%22%

9%

13%0 - little

>0 - 30

>30 - 60

>60 - 90

>90 - 120

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Supervisor prepares - well

• Yes, reads case notes on Paris, researches any relevant training.

• Things from last supervision, research of interest.

• Appropriate training courses, suggestions and help to improve practice.

• Yes, thought about the supervision and prepared for it.

• Prepares agenda, information from managers meetings.

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Supervisor prepares – some

• Yes - list of things to discuss, paper work ready • Probably - different ways to approach cases

prepared with own agenda items• Yes - agenda items• Yes - previous supervision, awareness of cases • Yes - books planned amount of time,

managerial actions not always followed up • Yes - reads the case notes• Yes - notes regarding case load, only do case

loads

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Supervisor prepares – little or less

• Minimal and mainly case management• I think - at times. Other times no• No comment• Not really • None

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Preparation

• Supervision arrangements established, agreed and recorded.

• A written supervision agreement is produced. (Appendix 1 – Supervision pro forma)

• Revisit previous supervision record.

• Allow sufficient preparation time.

• Agree an agenda for the meeting.

.

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Participation

• Attend supervision meetings regularly and punctually.• Be open and share information.• Give and accept constructive feedback.• Engage in reflecting, thinking and exploring options.• Issues and actions discussed at the meeting briefly recorded

(Appendix 2 – Supervision record). • Responsibility for secure storage of supervision records.

N.B.• Group supervision does not rule out individual

supervision.• Annual Appraisal will take place in line Directorate policy.

http://www.walsallsocialcareworkforce.co.uk

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Purposes

Managerial Developmental Supportive Mediation

Safeguarding

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Managerial

Policy and procedures known and followed.

Roles and responsibilities clear and understood.

Work monitored; quality, quantity.

Allocation: actions, review, oversight.

Expectations: performance, reporting, recording, sharing.

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Professional knowledge, skills and competence.

Assessment of learning and development needs.

Critically reflect on work and learn constructively.

Constructive feedback; problem solving approaches.

Professional learning used to retain registration.

Developmental

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Supportive

The personal and emotional impact of the work.

Monitoring health and well-being.

Responding to situations where staff are subject to abuse from whosoever.

Timely resolution of work-related conflict.

Enabling the person to be able to work effectively.

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Mediation

Engaging the individual with the organisation (and vice versa).

Communicating the needs and concerns of staff and resource deficits and their implications.

Enabling contribution to policy, practice and development.

Facilitating positive, enabling professional relationships.

Consultation and briefings.

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Risk assessment & management

Risk estimation.

Judgement.

Evaluation.

Plan to reduce risk.

Supervision recording steps.

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Safeguarding

Supervisors need to be alert to:

- a situation that may have been missed

- the need to provide guidance and support

- the potential that a supervisee may be directly involved in behaviour that is abusive

Be aware of the Council’s Whistleblowing policy and the Public Interest Disclosure Act 1998.

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Paperwork

Staff Supervision Policy:

- Appendix 1 - Pro forma agreement

- Appendix 2 - Supervision record

- Appendix 3 - Supervisee feedback form

Case Studies - Activity

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Which of the cases would you want to explore further from a reflective

stance?

.................Why?

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Case study – considerations?

Support for Dianne

• Evaluate levels of stress and ability to manage workload.

• Impact of home life on work.

• Counselling PCC or Occupational Health.

• Possible consideration of no new allocations.

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Case study – recommendations?

Dianne’s learning and development??

• Career Development?

• Dealing with the impact of suicide and self harm?

• Advanced care planning?

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Products

Clear communication about roles, responsibilities and accountability.

Manageable and appropriate work loads in a supportive climate.

Enhanced and evidenced professional development.

In order that the service to the citizenry is delivered and the best interests of service users are promoted.

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Quality Assurance

Grandparent role through case review ? Audit of ? frequency

Repeat questionnaire ?? Supervisee / or can provide dates of last 12 months at

any time ... Future = e-method

Monitor frequency and quality against clearly stated expectations

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Thank you!

Any questions

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Key Document Links

Supervision Policy Document http://www.walsallsocialcareworkforce.co.uk/ckfinder/userfi

les/files/Staff%20Supervision%20Policy%20%5BProof%205%5D

Professional Capabilities Framework http://www.collegeofsocialwork.org/pcf.aspx

Standards for employers and supervision framework http://www.education.gov.uk/swrb/a0074263/standards-

for-employers-and-supervision-framework