Social work progression handbook - Skills for Care



1. Introduction

The Social Work Reform Board has introduced the Professional Capabilities Framework (PCF) which sets out the profession’s expectations of what a Social Worker should be able to do at each stage of their career and professional development. Whilst it refers to the career stages set out by the Social Work Task Force, it is a professional, rather than an occupational framework.

An important part of how the PCF will be used is the assessment of progression from one career stage to another. Assessments will be undertaken by a range of organisations, in different ways, at different thresholds. It is important that these assessments should be made holistically within each capability, whilst there will be several expectations specified within each capability at a given level, these should not be evaluated in isolation from each other. The essence of the capabilities framework is to support judgments about readiness to practice/progress in a holistic way for each capability. This represents a different conceptual approach to the frameworks that have been used in social work previously, many of which have focussed on defining competencies at a given level, each one of which must be evidenced.

Progression between levels is characterised by development in terms of:

• Level of confidence, underpinned by practice experience, reflection and deepening understanding.

• The increasing ability to work independently and to collaborate on equal terms with members of other professions.

• The quality of the judgments made, and the level of ability to explain and justify them.

• Efficacy of the work undertaken and the outcomes achieved, including opportunities for preventative work.

• The ability to take the initiative, form constructive alliances and to act as a change agent.

• The ability to engage effectively with situations of increasing complexity and challenge, for example those with:

o Multi-agency input;

o Complex family/organisational dynamics;

o Serious hostility and conflicts of interest;

o Multiple problems/disadvantages;

o Multiple/significant risk factors; or

o Need to take into account the public interest.

• The appropriate use of authority and challenge.

• The ability and commitment to educate and provide professional supervision to others, and

• Demonstration of leadership, management and research.

In Leeds we have used the PCF to underpin the development of the job description for the roles of Newly Qualified Social Worker, Social Worker and Senior Social Worker, as such they are integral to the role of Social Worker in Leeds.

Over the past year we have used this framework as part of the Assessed and Supported Year in Employment (ASYE) programme and newly qualified social workers are being assessed at the 3, 6 and 9 month stages with a final recommendation at the 11 month point and assessors report by 12 month.

We have now considered further the benefits of the framework and made the decision to implement this as part of the progression to Senior Social Worker. It is expected that social workers will be able to demonstrate that they have fully progressed through the NQSW / and CPD programmes including attendance at all relevant training. The social workers who have not been through NQSW/ASYE programme will need to complete all other documentation and ensure they emphasise their learning during this period.

This evidence will be presented to the Progression Panel alongside an assessment completed by the Team Manager. The assessment will cover each aspect of the framework and will be completed in consultation with the Social Worker. The assessment should make reference to direct observations of practice that have taken place. This in itself should be seen as a learning process and at the conclusion of the assessment a recommendation can be made that the Social Worker is ready to progress to a Senior Social Worker role. However, it may be determined that the Social Worker is not yet ready to progress and needs to undertake some additional pieces of work or gain more experience in certain areas of work. If this is the case, a development plan will be agreed with specific timescales. This needs to be developed jointly by the Team Manager and worker and monitored in supervision. The Team Manager has responsibility for deciding if and when the Social Worker is ready to re-submit to the progression panel.

2. Progression Process

This handbook outlines what is expected of the practitioner and how they will be supported in achieving and demonstrating the appropriate work-based learning which is required to gain social work progression to Senior Social Worker.

The agreed process for progression is part of the mandatory supervision and appraisal system. Preparation for social work progression should be part of the on-going professional development of a Social Worker after completing their social work qualification and beginning to practice.

The Line Manager and the Social Worker are jointly responsible for continuing professional development. The Line Manager undertakes their responsibilities through supervision, appraisal and performance management. The Social Worker undertakes their responsibilities by making good use of supervision and ensuring that they regularly participate in developmental opportunities as their career progresses.

This progression process forms part of the Workforce Planning Strategy and will make a positive contribution to the recruitment and retention of staff. It helps the Local Authority to demonstrate Local Government objectives in ensuring that social care workers are appropriately skilled, trained and qualified, and to promote the uptake of training at all levels.

3. Candidate Requirements

The candidate must be able to evidence the levels as set out in in Professional Capabilities Framework (see appendix 8). In addition they must have attended the training set out in their training pathway (see appendix 6 & 7). If they have attended similar training in a different local authority they should provide evidence to support this.

They should submit the following to the panel two weeks before the meeting is to be held (see appendices):

1. Progression Direct Observation Report

2. Social Workers Report for Progression Panel

3. Team Manager’s Report

4. External Professionals Report

4. Evidence of holding the PE1 award and having a student

5. The Role of the Team Manager

The Line Manager’s role is central to enabling the practitioner to progress to Senior Social Worker (see appendix 2). It is the responsibility of the Line Manager to ensure that the practitioner fully understands their role and duties and undertakes them to the required standard. In supervision and appraisal the Line Manager will begin to explore with the practitioner their individual learning needs.

The Line Manager will then ensure that properly supported opportunities to gain wide ranging experience in practice are provided.

Supervision and annual appraisal will also be the avenues for continual exploration and review in more detail. A plan can then be formed to ensure that the practitioner has a wide range of experiences and complexity within their casework.

The Line Manager should ensure that the practitioner is able to attend both the required training events, as well as those, which contribute to relevant continuous professional development.

Finally, the Line Manager will ensure the practitioner is provided with 1 day preparation time.

The Team Manager should undertake an assessment report with the Social Worker to determine if they meet each requirement of the Professional Capabilities Framework - Level Capabilities (see appendix 5). This should be a rounded robust assessment that fully sets out how the Social Worker has met the requirements. The report should include an outline of the variety of cases that demonstrate the Social Workers ability to produce quality reports and show high quality standards. There should also be evidence within the report of a minimum of three direct observations and that the Social Worker effectively manages risk through case file audits.

6. The Progression Panel

The progression panel will meet four times per year to consider the reports provided and the recommendation made.

Membership

Membership is made up of both Adult Social Care and Children’s Services:

• Head of Service - Chair

• Workforce Development Lead

• Human Resources Representative

• Service Delivery Managers (Adult Social Care and Children’s Services)

The Panel members will consider all the information presented and make a recommendation as to whether the Social Worker is ready to progress to the role of Senior Social Worker.

If the Social Worker successfully meets the progression requirements they will be either slotted into a vacant post or will go through the selection process when a post becomes vacant.

The Panel can make the recommendation to defer progression and will need to be explicit as to why they have come to this decision. Any further work, or development required will be set out with clear timescales and an action plan for completion. The decision of the Panel is final and clear outlines for further development will be given in the report.

An outcome report will be completed and sent to the Social Worker and Team Manager. This should be signed to agree what has been recommended.

7. Appendices

|Progression Direct Observation Report |[pic] |

|Social Workers Report for Progression Panel |[pic] |

|Team Manager’s Report |[pic] |

|External Professionals Report |[pic] |

|Progression Panel Outcome Report Template |[pic] |

|Training Pathway – Children’s Services |[pic] |

|Training Pathway – Adult Social Care |[pic] |

|Social Worker Professional Development and Progression Based on the |[pic] |

|Professional Capabilities Framework | |

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BG66-1113

Social Work Progression Handbook

August 2013

Adult Social Care Children’s Services

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