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Contents

1. Introduction
2. The Functions of Supervision 
3. Management and accountability for the workload
4. Staff performance and training and development needs
5. Personal support
6. Preparation for supervision
7. Frequency of supervision
8. Confidentiality
9. Recording
10. Supervision Contract
    
    Appendix One - Casework Supervision for Frontline Social Work Staff
    Appendix Two - Suggested format for recording of casework discussion and planning in supervision
    Appendix Three - Suggested Supervision Contract
    Appendix Four - Sample Supervision Record
    Appendix Five - Recording of Case Note Supervision on Frameworki
    Appendix Six- Electronic Supervision Folder Guidance

1. Introduction

1.1

Supervision is a meeting between the supervisor and supervisee designed to assist the supervisee in performing to the best of their ability and potential. It helps the individual meet service, divisional, departmental and corporate objectives and encourages and supports their personal development. All staff within Children's Social Care will receive supervision compatible with Ealing Council's Equality and Diversity Policy. Supervision will be offered by those with a supervisory role/expectation contained within their job description. An individual's supervisor will normally carry out their appraisal and this should be closely linked with the supervision process.

1.2

This document will set out the policy and guidance on Supervision for all staff within Children's Social Care with specific additional procedures for the supervision of casework.

2. The Functions of Supervision 

2.1	There are three main functions of supervision: Management and accountability for the workload ensuring effective written plans are in place on all allocated work with clear tasks for completion; who will be responsible for implementation and the timescales for completion. Monitoring individual staff performance including giving direct feedback and regular discussion on training and development needs in line with an individual's appraisal or initial development plan. Personal support to enable an individual to manage the demands of the job and to help them maximise their own job satisfaction
2.2	Each supervision session should address all three areas although the amount of time spent on each may vary according to the needs of individuals and work demands.
2.3	Some suggestions on areas that the three functions might cover are outlined below. Supervisors should consider these at each supervision session. However, this is not an exhaustive list and supervisors should introduce additional material if it is felt to be relevant.

3. Management and accountability for the workload

3.1	All staff in Children's Social Care are required to have a workplan which should be reflective of the work of their respective service area.
3.2	Any work plans previously agreed between supervisor and supervisee should be reviewed at subsequent supervision sessions looking at objectives, tasks and timescales previously set. If an objective or task has not been completed within the agreed timescale there should be a discussion as to how this can be rectified or whether these should be revised in the light of new information or circumstances. A revised work plan should be recorded and copies held by both supervisor and supervisee.
3.3	Supervisors should allow the opportunity for supervisees to reflect on   work already undertaken and encourage them to consider new or alternative strategies and approaches where this is required. Supervisors should ensure that issues of anti discriminatory practice are considered as an integral part of such discussion.
3.4	Any gaps in individual performance identified from performance management reports or other work plans should be addressed (i.e. missed visits, late data entry, late case records, complaints). This should be conducted in a constructive manner looking at explanations for any shortcomings and identifying actions to be taken to rectify the problems
3.5	Supervisors should discuss workload with their supervisees. This should form the basis for a discussion on workload factors impacting on the supervisee and agreed actions to address any concerns.

4. Staff performance and training and development needs

4.1	All new employees to Ealing Children's Social Care are required to have an Induction period. Further details are set out in the Children's Social Care Induction procedures.
4.2	In relation to managing staff performance supervision sessions should also be linked to the appraisal process. Supervision sessions should identify Skills and knowledge required for an individual to undertake their work Skills and knowledge that the individual has Any gaps in skills and knowledge for the individual in meeting the requirements of the work Training and developmental needs of the individual to enable them to meet the requirements of the work Achievements and excellence in practice These areas should then form the basis for the initial development plan in respect of new employees, and the annual formal appraisal for existing staff. These should include plans to meet training and developmental needs of the supervisee. There should be a review of the appraisal plan after six months. Initial development plans should be reviewed every 3 months, linking with the appraisal process at the appropriate time.
4.3	Appraisal plans and training and development plans should be regularly considered in supervision sessions. This will include reviewing progress on formal plans for training and development but also in relation to performance on case related matters.
4.4	Agency staff who are not subject to formal appraisal processes should nevertheless have their performance reviewed on a regular basis within their supervision sessions against a set of professional competencies contained in their post's 'role profile' - a copy of which should be supplied to the supervisee.
4.5	Where concerns regarding the performance of a supervisee are identified within supervision sessions, these should be made explicit by the supervisor at the earliest opportunity and not left to drift. The supervisor should explore with the supervisee their perceptions of their performance and their explanation for any perceived under performance. Both supervisor and supervisee should identify what steps or actions need to be taken to address the issues, who will undertake these, within what timescale and how progress will be reviewed. This should all be recorded clearly by the supervisor. A subsequent supervision session should review whether there are remaining concerns regarding poor performance. If after this review concerns persist, the supervisor should explain to the supervisee the further steps that will be taken in line with relevant policies for managing poor performance.
4.6	A fundamental aim of supervision is to create an environment between a supervisor and supervisee that allows an open and challenging forum for discussion of a supervisee's performance and developmental needs. Key to this is the building of a relationship characterised by trust and openness. The supervisor must constructively challenge the position and assumptions of the supervisee and offer alternative options for the supervisee to consider in relation to their practice. At all times the supervisor must ensure that the supervisee is working within legislative guidelines and local policy and procedures relating to their work.
4.7	The supervisee must feel able to discuss openly with their supervisor concerns, anxieties or any issues that lead to stress in relation to their work including personal issues that may be having an impact on their professional duties and performance.

5. Personal support

5.1	Supervisors should ensure that supervisees have the opportunity to explore work related feelings and concerns in order that stresses arising from the job are discussed and positive strategies identified.
5.2	Personal matters that affect performance at work should be shared and addressed
5.3	Information about staff counselling services should be made available where appropriate. Supervisors should also consider referring the supervisee to the workplace mentor if this is appropriate.

6. Preparation for supervision

6.1	Supervisors should ensure that prior to the supervision session they have read relevant performance reports and are appraised regarding any gaps in performance on the part of the supervisee. These should be addressed within the supervision session in a constructive manner as outlined above. They should ensure that supervision sessions begin punctually and are freed up from any distraction other than immediate emergency matters. They should further ensure that the session is held in an environment that is private and not likely to be subject to undue interruptions.
6.2	Supervisees should ensure that they have identified issues that they wish to discuss prior to the supervision session and arrive punctually for the session with any relevant documentation they will need.
6.3	It is the supervisee's responsibility to identify difficulties they are having in completing work to agreed deadlines prior to the supervision meeting.
6.4	At the outset of the supervision session the supervisor and supervisee should agree an agenda and prioritise the areas for discussion. If all areas are not covered within the session it should be agreed before the session ends as to how and when the outstanding matters will be addressed.
6.5	At the end of all supervision sessions both supervisor and supervisee should agree on the date and time of the next supervision. Where possible these dates should be set for a calendar year to allow other commitments to be planned around these sessions.
6.6	Supervision sessions should only be cancelled as a result of an unforeseen and serious alternative commitment or sickness absence. If a session is cancelled then the supervisor should ensure that a further supervision session is arranged within five working days unless continued sickness absence prevents this. If a supervisor is away for an extended period their line manager should ensure alternative arrangements are put in place to ensure that a supervisee continues to receive supervision at the prescribed frequency.
6.7	Whilst supervision is a joint responsibility, it is ultimately the supervisor's responsibility to ensure that sessions take place at the prescribed times and are conducted according to departmental policy and the supervision contract.

7. Frequency of supervision

7.1

Supervision should take place as a minimum on a monthly basis for the majority of staff. It should be scheduled to last a minimum of one and a half hours (2 hours for caseworkers) and should aim to not exceed three hours duration. Where there is a large agenda or caseload it will generally be preferable to arrange a break to allow both supervisor and supervisee to refocus on discussion. Newly Qualified Social Workers should receive fortnightly supervision for the first three months, and their supervision needs should then be reviewed.

8. Confidentiality

8.1	The content of supervision is confidential. For this reason an atmosphere of trust must exist between a supervisor and supervisee.
8.2	The supervisee needs to understand however that some issues arising in supervision may need to be discussed up the management line
8.3	A supervisor should only take something from supervision to discuss in another forum with the permission of the supervisee.
8.4	The supervisee may discuss issues relating to themselves in other forums without the agreement of the supervisor.
8.5	Where there are issues of poor professional practice or personal behaviour by a supervisee it may be necessary for a supervisor to pursue the matter outside of the supervisory arrangement. The supervisor should always seek to explain to a supervisee when this is necessary and the steps that will be taken in relation to the identified concerns.
8.6	Where there are significant concerns arising a supervisor should refer to appropriate work performance and disciplinary processes. A separate meeting should be convened. The supervisee should be informed of any such action being taken and advised on their rights to representation.

9. Recording

9.1	A written record of items discussed and actions agreed should be kept by the supervisor. The supervisee may also wish to keep a record of their own. (See sample in Appendix 4) A copy of the supervisor's notes should be given to the supervisee as soon as possible after the session. The supervisor should ensure their copy of the session is clearly marked and stored in a secure place.
9.2	Casework Supervision is now recorded via an Electronic System (See Appendix Six) but a paper copy of the electronic supervision record can be provided by the supervisor.

10. Supervision Contract

10.1

Prior to commencing the supervisory relationship a Supervision Contract    should be signed by both supervisor and supervisee. This is outlined in Appendix Three. The contract aims to outline the basic principles governing the supervisory process and contained in this policy. The signing of the contract signifies that both parties agree to adhere to these principles and practice within their supervisory relationship.

Appendix One - Casework Supervision for Frontline Social Work Staff

1. Allocation of work
   • When considering allocation of work to individuals, managers need to carefully consider the expertise and level of experience of the worker before allocating certain cases.
   • Managers should also consider the suitability of staff, especially in relation to gender when allocating domestic violence cases.
   • Following allocation and in the first supervision session the supervisor should have completed a written overview of the case
   • In cases that are complex and more than one team within Children's Social Care are involved e.g. LAC and CIN the managers should consider Joint Supervision
   • There should always be joint supervision of the child's social worker and fostering supervising social worker in those complex cases where there is ongoing conflict with the child's birth parent/s, Ealing Children's Social Care and/or the foster carer so that issues are addressed in a consistent, timely and constructive manner.
2. Newly Qualified Social Workers
   
   Supervision sessions with newly qualified staff should ensure that;
   • The newly qualified worker has an effective induction programme that equips them for the work they will do including introducing them to key policies and procedures
   • Their caseload reflects their level of experience
   • They have an Initial Development Plan within four weeks of starting
   • They will be receiving training to equip them to effectively undertake the work assigned to them

Support with training and development matters is available from the Workplace Mentor Coach.

3. Casework Discussion and Planning within supervision
   • For casework discussions and plans a detailed record should be placed on the child's electronic record as outlined below and in Appendix Two.
   • The manager should in discussion and decision making always show evidence as to why decisions have been made. This should be recorded within the Supervision record.
   • The manager should also set timescales for completion of any tasks or actions
   • There will be occasions when supervisors have informal discussions with supervisees on case related matters outside the formal supervision arrangement. Decisions agreed during these informal discussions should be clearly recorded by the supervisor, in the case notes section on Frameworki where relevant or in the case file relating to the child if Frameworki is not used in that setting.
   • For caseworkers the care plan on all allocated children should be reviewed at each supervision session looking at objectives, tasks and timescales previously set for the supervisee. All plans, decisions and tasks from the previous supervision should be set out on the FWi supervision record by the supervisor.
   • If an objective or task has not been completed within the agreed timescale there should be a discussion as to how this can be rectified or whether these should be revised in the light of new information or circumstances. A reflective discussion should then take place to consider and analyse any new information or changing circumstances since the previous supervision and to place this within the context of the previous information relating to the child and family. 
   • A revised plan of actions for the supervisee should then be agreed between the supervisor and supervisee and written up by the supervisor using the agreed format outlined in Appendix Two. For those using case files on Frameworki this should be recorded in the Case Notes Section using the 'Record of Supervision Discussion' option as the Type of Note from the drop down menu to identify the record and making sure the case note title identifies the name of the supervisor under 'Title'. Please note this is essential to ensure that  reliable  reports are available on supervision activity.
   • If a supervisee disagrees with the written casework plan they should discuss immediately with their supervisor to attempt to resolve any areas of disagreement. If this can not be resolved the supervisor's line manager should be consulted who will make a decision and ensure any revision to the plan is entered on the case file under the Case Notes section appended to the original case note
   • As an additional prompt to the supervisee an alert can be sent from the supervisor which will act as a reminder to read the note. The supervisee should acknowledge the alert if they agree with the supervisor's record.
   • Any significant revision of a care plan on a statutory case (i.e. CP Plan or LAC plan) should be referred for discussion with the team manager, independent chair and relevant professionals before being finalised. Any revision of the plan agreed should be recorded as an update to the ICS Plan.  The CP Plan or LAC Plan on Frameworki must not be changed before the next Review Conference or LAC Review.
   • In cases that are complex and where more than one team within Children's Social Care are involved, e.g. CIN and LAC the supervisor should consider Joint Supervision.

Appendix Two - Suggested format for recording of casework discussion and planning in supervision

The following headings should be considered for recording discussion and planning on cases in supervision sessions:

1. Review of previous supervision discussion and plan
   • Progress in meeting objectives
   • Objectives/tasks not achieved and reasons for this
2. New information or changes in child's or families circumstances since last supervision
   • Additional risk factors identified
   • Additional protective/supportive factors identified
   • Analysis of impact of any changes in the context of child/family history

3. Revised plan for child and family

• Consider revision of previous plan in light of above factors to include objectives, tasks and timescales for supervisee.
• Ensure any revised plan remains consistent with any statutory plan (i.e. CP Plan or LAC Care Plan)
  
  When completed this record should be agreed by supervisor and supervisee and the former will place the record in the case notes section of the Frameworki case file for the child under the title 'Supervision'.

Appendix Three - Suggested Supervision Contract     

Click here to view the Suggested Supervision Contract

Appendix Four - Sample Supervision Record

Click here to view the Sample Supervision Record

Appendix Five - Recording of Case Note Supervision on Frameworki

Click here to view Recording of Case Note Supervision on Frameworki

Appendix Six - Electronic Supervision Folder Guidance

Click here to view Electronic Supervision Folder Guidance                     

End