Transcript Slide 1

Social Work Policy and Supervision
Ida Bentley
Stephanie Charles
Sharon Middleton
Andie Oliver
Workforce Development Team
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
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Present
Priority
Preparation
Participation
Purpose
Paperwork
Product
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Present
Rating of current supervision
5
Poor (1-3)
So So (4-7)
6
18
v Good (8-10)
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What is good?
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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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Professional Capabilities Framework
(PCF) and The HCPC professional
standards for Social Workers
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.
Present •

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• http://www.collegeofsocialwork.org/pcf.aspx
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Present -
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.
5. Have regular and appropriate social work supervision
6. Provide opportunities for CPD, access to research and
practice guidance.
7. Maintain professional registration.
8. Establish effective partnerships.
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Priority – Employers should:
• 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.
• NQSW weekly supervision for the first 6 weeks, fortnightly
for the first 6 months and monthly thereafter.
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Time between supervisions
10
9
8
7
6
5
4
3
2
1
0
< 4wks
4-6wks
6-8wks
8-10wks
>10wks
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Supervisor preparation
28%
28%
extensive
limited
poor
44%
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Supervisee preparation time
13%
17%
0 - little
>0 - 30
9%
>30 - 60
>60 - 90
22%
39%
>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
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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
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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
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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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Developmental
• 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.
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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%2
05%5D
 Professional Capabilities Framework
 http://www.collegeofsocialwork.org/pcf.aspx
 Standards for employers and supervision framework
 http://www.education.gov.uk/swrb/a0074263/standardsfor-employers-and-supervision-framework
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