2.1 Supervision (Children's Specialist Services)

SCOPE OF THIS CHAPTER

This chapter was added to this manual in September 2010.

The following Guidance/Forms relate to this Chapter:

Introduction
Supervision Policy
Supervision Agreement
Recording
Supervisory Relationship
Supervision Session
Contact between Formal Supervision Sessions - Informal Supervision
Consultation Practice Guidance

1. Introduction

These guidelines should be read in conjunction with the Divisional Recording Guidelines, Standards document and the Induction Guidelines.

The aim of this policy is to ensure that all staff in Children’s Specialist Services are supervised and supported to achieve high practice standards for the children, young people and their families who are in contact with services. Supervision is central to achieving this and good supervision is directly linked with positive outcomes for children and young people.

Good supervision is about ensuring quality of work with service users, developing staff potential and improving work performance. The supervisory relationship should offer support and an opportunity for staff to express the complexities and stresses of carrying out this kind of work

What is supervision?

Supervision is a process by which one worker is given responsibility by the organisation to work with another to meet certain organisation, professional and personal objectives, in order to promote positive outcomes for service users. High quality supervision is a key element in offering a quality service. The functions of supervision include the management and monitoring of work and records, development of skill and confidence in exploring complex issues with families, management of workloads and setting priorities, managing time and ensuring respectful practice with service users. Supervision is part of the performance management system, which includes induction and probationary period, absence and sickness monitoring and managing unsatisfactory performance.

Objectives are:

Competent, accountable performance
(management function)

Continuing professional development
(educational/ development function)

Personal support
(supportive function)

Linking the individual to the organisation
(mediation function)

For those staff who work directly with service users, supervision provides professional oversight for staff of:-

Decision making on individual cases;
Care planning and reviewing;
Implementation of decisions and care plans in each case;
Adopting safe working practices including risk assessments;
Reflection and application of theory;
Evidence based practice.

2. Supervision Policy

This policy covers the supervision and appraisal of all staff within Safeguarding and Children’s Specialist Services, including:

All social work staff; social workers, family assessment workers, family support workers, principal social workers, team managers, senior managers, administrative staff and managers. The policy covers both permanent and temporary or agency staff where those staff are employed in the team against a specified post.

The supervision policy must be followed by those giving and receiving supervision.

All staff in the Division will be supervised regularly by their line manager All staff, irrespective of their grade, must have regular, planned supervision with their line manager. Each service will determine frequency and recording format of supervision for their staff and this will be recorded in the supervision agreement.

Supervision during the probationary period

All permanent staff joining Wandsworth are subject to a 9 month probationary period during which time they will be assessed on their performance and conduct by their manager. The probationary period is used to determine the suitability of the employee to the post and applies to all new staff, (except agency staff) including those joining Wandsworth from other local authorities.

Supervisors must record probationary assessments in writing after 1 month and 4 months and these should be sent to HR. During the first 4-6 weeks of the probationary period, workers should be formally supervised on a weekly basis. If the manager is satisfied with their performance, and feels that weekly supervision is not required, frequency of supervision can be reduced to the normal level for the post for the remainder of the probationary period

3. Supervision Agreement

See: Supervision Decision and Agreed Actions.

All staff will sign a supervisory agreement in line with these guidelines and in the format set out in the appendix. This can be amended accordingly by adding in additional elements considered to be important for the supervisor and supervisee and according to the post. This agreement will be drawn up jointly by supervisor and supervisee. The agreement should be jointly reviewed, initially after three months and then at 6 to 12 monthly intervals. All staff who are supervised must have a written agreement, irrespective of their grade.

The supervision agreement clarifies roles, responsibilities and expectations of both parties and will be used to initiate a discussion about making the supervision work and to assist in achieving objectives.

Supervision agreements also:

Reflect the seriousness of the activity of supervision;
Represent a positive model of partnership;
Ensure that the supervisee is equally aware of their role and responsibilities;
Clarifies issues of authority and accountability;
Develops a forum for review and feedback;
Sets a benchmark for standard setting for supervision;
Ensures rights of supervisee and supervisor and their entitlement to give and receive supervision.

4. Recording

See: Supervision Record.

Supervision Sessions (Other than case discussion- see below)

The supervision agreement will set out the expectations of recording in supervision.

Matters not directly related to a specific case which are discussed in supervision should be recorded in the session, by the supervisor, using the format in the Appendix. The supervisor and the worker will read and sign to agree as an accurate record of supervision and each will keep a copy. These records should also include note of any disagreements. Managers will be expected to keep a record of dates and times of all supervision sessions, including any cancellations and reasons.

WBC Member of Staff - Supervision Folder

Supervision Contract

Supervision Agreement (or Contract);
Staff Personal Supervision Minutes / Notes;
Casework – Record of Supervision, Decisions, Agreed Actions Notes (only for social work staff members, including Initial Contact Workers).

Sickness Data

Sickness Absence Record Card;
Sickness Self-Certificates copies;
Medical Certificates copies.

Targets, Appraisal and Probationary Data

Probationary Reports (One Month, four Month, Seven Month and Final Report);
Appraisals Reports;
PRP Targets.

General Leave / Toil / Flexi

Copies of Leave Cards;
Flexi Sheets;
Training Course Application Form copies;
Agency Authorised Time Sheets (including Comensura signed print outs).

Staff related correspondences

Copies of formal correspondences to staff;
Any miscellaneous staff related data that has been or to be shared with the staff member.

All supervision notes will be kept in a supervision file retained by the Manager. The contents of this file remain confidential to the supervisor and supervisee unless a matter arises which requires a more senior manager to become involved. Such exceptions may also include sharing performance monitoring documents and supervision records with HR personnel. (See Confidentiality below)

Casework Supervision, Decisions and Agreed Actions

Casework discussion for individual service users will be recorded on the Record of Supervision, Decisions and Agreed Actions – Casework format in the Appendix. Any recording on hard copy/paper format must be kept with the supervisees file and also entered on FWi under “Record of Supervision” at least monthly This is for the purposes of accountability and audit and to ensure that there is clear planning in progress for work with the child.

Casework supervision related to Family Centre Assessments where the Family Centre does not hold case responsibility will be recorded in case notes on FWi as Managers Decisions and should be recorded at least monthly.

Supervisors are required to read through and audit case notes and electronic recordings on all service user files every 6 months.

Confidentiality

Supervision cannot always be wholly confidential because the supervisor is acting on behalf of the organisation as well as the supervisee and in certain situations the content may need to be shared with management.

Use of Records

Supervision records must be entered, at least every 6 weeks on FWi as Record of Supervision Discussion. These must include:

Synopsis;
Current situation;
Casework plan, including whether child is subject to CP Plan/LAC/Reg 24 (38) and when they were last seen;
Action agreed;
Date of supervision;
Name of supervisor.

The supervisor will review all the electronic social care records for the children/young people the worker is working with, including completion of LAC and Child Protection documentation at least every 6 months.

5. Supervisory Relationship

The supervisory relationship is key in achieving effective and beneficial supervision. Supervisees need to feel supported and encouraged by their supervisors and use supervision positively. Supervisors, in turn, need to use their authority and managerial skills to ensure the organisational targets are achieved, alongside supporting staff and developing them to achieve high standards of practice. The issues of equality of opportunity, valuing diversity, respect for difference and anti-discriminatory practice are especially important in the supervisory relationship.

It is the supervisor’s responsibility to discuss the detail of what authority and decision making power (including for financial decisions) they have within the organisation. There should be a clear understanding between the worker and the supervisor of how conflicts or disagreement within the relationship will be resolved. Issues such as poor performance, sickness etc. are covered by Council wide procedures and all staff members should have copies of these procedures. Where there is an irresolvable conflict or disagreement the matter should be referred to the supervisor’s manager. In considering the issue the supervisor’s manager should ensure that s/he has a full understanding of the position of both parties.

6. Supervision Session

Supervision sessions are a key element in the supervisory relationship.

Frequency, duration and physical surroundings. It is a Divisional expectation that all staff will receive regular and planned supervision. The frequency of sessions for social workers should be fortnightly but may vary depending on the experience of worker and whether they are full-time or part-time. For Business Support staff the frequency is monthly. It is expected that sessions will usually last 1 to 1.5 hours. Supervision should take place in a private room with only those relevant to the supervisory relationship present. Supervision sessions should not take place with the supervisor recording on the computer during the session unless both parties agree and there is sufficient time allowed for face to face contact. Sessions should begin punctually and interruptions should be permitted only in exceptional circumstances. Frequent lateness, cancellations or interruptions caused by either party should be a matter for discussion from which written record should be kept.

Agenda. The agenda should be discussed and set jointly by supervisor and worker. Please refer to the Supervision Record Template in the Appendices to this chapter. Items are likely to include: case discussions including risk assessments and review of previous supervision plan, management of overall workload and new work, time/priorities, any performance issues, professional development (including training, theory, research, new methods of intervention), preparation for next supervision, monitoring stress, sick leave, TOIL, annual leave, incorporating issues of anti-racist and anti-discriminatory practice.

Content. Supervisors must ensure that staff have a clear understanding of their role and responsibilities and the standards expected by the Division. Including:

Understand and adhere to the Division’s policies and procedures;
Ensure a high quality of practice is maintained to guarantee an effective service to users.

Through supervision, supervisors should also oversee and monitor service delivery by:

Allocating and prioritising work related to the individual’s responsibilities;
Ensuring the person’s workload is managed and weighted appropriately;
Setting objectives and evaluating the effectiveness of the work carried out;
Improving multi-disciplinary/multi-agency working through liaison with the professional network within and external to the Children’s Specialist Service;
Identifying gaps in service provision or shortfall in resources and bringing these to the attention of Divisional Management.

Professional Development

Assessing individuals’ knowledge and skills and ensuring that their training and development needs are identified is a key element of supervision;
Motivating and supporting staff to continue to learn and develop professionally by attending in-house training and undertaking post-qualification training;
Ensuring that staff achieve mandatory training requirements – including internal standards for all staff. E.g.; In accordance with the GSCC social workers must undertake 15 days training every 3 years to maintain their registration and, together with their managers, are responsible for ensuring this policy is adhered to;
Reviewing learning and development needs at each supervision session according to the requirements of the post.

All staff members participate in an annual appraisal scheme. The appraisal process includes a self-assessment, an assessment by the supervisor, a training review and development plan and target setting for the next year. These targets should be reviewed in supervision every three months.

Individual support. Managers should provide a supportive climate to help staff to cope with work related pressures, as well as ensuring the safety of staff when carrying out their duties.

Managers have a responsibility for health and safety issues, including work-related stress and should refer to corporate policies on stress management and working hours.

7. Contact between Formal Supervision Sessions - Informal Supervision

The expectations of both supervisor and worker about the availability of the supervisor should be made clear. The supervisor should discuss his/her style of management and be clear about who the worker can go to for support/advice etc., in his/her absence or in between supervision sessions e.g. duty managers, other team managers, principal social worker, social work manager, other business support managers. All decisions and recommendations related to casework made through informal supervision must be recorded on FWi under Managers Decisions in case notes.

8. Consultation Practice Guidance

Sometimes advice and consultation on a particular case may be needed from persons other than the supervisor. Both supervisor and worker need to be in agreement about involving a third party and issues of confidentiality need to be considered. Accountability for work discussed outside the supervisory sessions should always remain with the line manager and this will need to be negotiated clearly and recorded should any consultation take place.

End