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V17, 13 July 2015
– for review and amendment at every Implementation Group
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Welcome to the Safe, Successful Families project and the start of our transformation of social work services in Calderdale.
The transformation involves the development of the systemic practice model and this practical handbook guides you through the new roles and responsibilities as well as the processes. Importantly, the guidance also explains what has remained the same.
This handbook complements the work of the implementation group and will be subject to regular review and amendment
How we want to change practice
The New World – what we bring with us
Definitions
Roles and Responsibilities within the Pods
Pod Organisation
Pod care and sustainability
Reflective pod supervision
Supervision
Workflow and transfer points
Recording on CASS
Accountability
Evaluation
Appendices:
1. Draft Structure
2. Decision making hierarchy
3. Tri X proposed update 1.6.7 (Roles, responsibilities and decision making)
4. S1 supervision form
5. Working agreement with Calderdale Therapeutic Services (CTS) support arrangements
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Safe Successful Families:
How we want to change practice in Calderdale
Introduction
This document aims to encourage deeper discussion as a group of staff about the values and aspirations we have for the children and families that we work with. We want to seek agreement on the attitudes and behaviours that are important in our work. Expanding the range of systemic models of intervention to our work with families, we recognise that the culture that we operate within is as crucial as the culture that families live their lives in. These values are in line with the wider values of the council we are employed by, and our own professional standards but we are encouraging staff to think more personally about how all these statements work in practice in the lives of children and their families.
How can we individually and collectively embed values that we will strive to achieve?
These values will set the tone of how we work with children and their families, but also how all of us will support and encourage each other to do the right thing.
Children are always central to what we do

Their safety and quality of life are at the heart of the decisions we make because unless they are safe any other action we take will not be as effective.

We intervene in their lives to keep them safe.

We listen and take on board what they say, and also what those adults who know them say.

We explain what we are doing and why.

Children are our focus but we recognise that they live as part of families and communities.
 We want Calderdale’s children to grow up without fear of abuse or neglect so that they can reach their full potential.

We try to put ourselves in their shoes to check that we are doing the right things.

We take responsibility for our actions and keep to the deadlines we have agreed.

We apologise if we fail to meet our obligations.
We are always learning
Learning is important to us. We learn from each other and from the children and families we work with.
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We want to ensure that all new staff are given opportunities to enhance their skills and develop further professionally.
We prize learning above blame and want to ensure that this ethos comes forward into our work with families. We want to build on their and our strengths. We use reflection to help us improve individually, within supervision and as staff groups.
We want to improve and help the families we work with improve
To do this, we have to be generous with each other and share ideas and good practice. We will not accept negligence and want to provide the best service possible. We prize commitment and we respect those workers who go the extra mile.
We want to be creative so that we can make sure that we deliver the right services in the right way. We can’t do everything but we take responsibility for trying to find positive solutions together with families and our agency partners.
Collective Responsibility
We all take responsibility and aim to provide a consistent service to children and their families. If there are privately differences of opinion, we will resolve them quickly and collaboratively. We will work together to ensure that transitions work well.
We will act compassionately
We acknowledge the fear of our service held by many children and families and think about how we might feel in their circumstances. Where, we have concerns and need to challenge, we will be honest and respectful with families.
This is the start
Changing culture is complex.
On occasions all of us will fall short of what we expect of ourselves
– we have to find constructive ways forward to learn from difficulty and help each other to get it right.
We want to ensure that all new staff are given opportunities to enhance their skills and develop further professionally.
We prize learning above blame and want to ensure that this ethos comes forward into our work with families. We want to build on their and our strengths. We use reflection to help us improve individually, within supervision and as staff groups.
The New World – what we bring with us
In the new structure, we will be doing social work in a different way, but we are not leaving everything behind!
What are we taking with us on the journey:
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
Our statutory responsibilities to children

All the prior skills and experience of our workforce

Case recording processes

Our commitment to performance as a way to effectively help children

Our IT system which will adapt to the new changes

Our audit and performance monitoring systems

Our developing partnerships with other agencies and services in the district

Adherence to legislation, policies and procedures
Definitions
Social work teams will be organised into small pods of workers who will deliver services.
The pods will comprise:
Practice Manager
3 Social Workers
Pod Co-ordinator
The roles and responsibilities of the individual members are set out further in this document.
The pod has a shared caseload of cases.
Some locality pods will deliver similar tasks and others will be specialist.
To date, there are social work pods offering the following:
Locality pods – covering CP, CIN and work within the localities
Children Looked After (CLA) pods - dedicated to children who are looked after
Connected Carers Pod
– specialist pod based within the Fostering Team
Disabled Children’s Team pod – specialist pod for disabled children on CP plans and on the cusp of care
Roles and Responsibilities within the Pods
Practice Manager
The Practice Manager has both leadership and management responsibilities for a small team which works closely together.
The Practice Manager :

Sets the tone by modelling social work values and professionalism
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
Follows the Calderdale handbook for standards of practice

Models reflective, values based practice

Provides and values induction for new members

Supervises the team effectively so that they can perform well by using existing performance measures

Chairs reflect meetings

Takes responsibility for actions on the cases and signs off the collective and individual work of the pod

Takes responsibility for the performance of the pod

Is accountable to the Locality Team Manager

Challenges under performance

Praises good practice
Pod Coordinator
The Coordinator ensures the pod runs efficiently and maximises the best use of everyone’s time.

Is usually the first point of contact for other pod members, families and professionals, and is a positive representative for it.

Provides diary management and organises meetings (venues, invitations etc).

Takes minutes and provides up to date information during meetings. Records case supervisions and decisions taken at the weekly Reflective pod supervision.

Is the CASS super user for the Pod and checks CASS systems which enables the pod to track timescales for statutory visits, reviews, meetings and conference.

Is the central point for information and resources.

Minutes weekly therapeutic Reflective pod supervision supported by CTS, draw up a genogram for each family discussed and undertake any tasks as appropriate to the pod coordinator role.

These meetings are chaired by the Practice Manager.

Undertake initial training sessions with new pod members, record on CASS –
New Starter: One to One Checklist and document in supervision folder.

Undertakes initial CASS training sessions with new pod members.
To format and proof read all court reports to an accurate and high standard often under pressure to meet tight deadlines, ensuring they contain all relevant signatures and sending to our Legal Department within Court timescales.
The coordinator will work closely with all members of the pod, but will receive monthly supervision from the Business Support Manager. Quarterly meetings will be held between Practice Manager and Business Support Manager to review arrangements.
Social Worker
The role of the Social Worker within the pod:
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
Is to carry out statutory functions.

All cases will be allocated to a lead professional with others being allocated as co-workers giving shared responsibility for the cases.

The Social Worker is committed to values based, reflective practice.

Is accountable to the Practice Manager .

Shares responsibility for the support and development of less experienced colleagues.

Commits to continuing professional development and conforms to the knowledge and skills required for children’s Social Workers.
Senior Business Support
Senior Business Support has both leadership and management responsibility for a team of Pod Co-ordinators and will work closely with the Team Manager and
Practice Manager. Responsibilities will include:

Managing and supervising Pod Co-ordinators.

Providing a comprehensive financial support and advice service, in line with
Section 151 of Calderdale Financial Standards.

Maintain and ensure HR records for all staff are accurate and up to date.

Produce reports, statements and statistical summaries using appropriate systems (manual and electronic).

Accountable to the Business Administration Manager.
Locality Team Managers/ Children Looked After Manager in the pods
The manager is accountable to the Service Manager.
The responsibilities of the Locality Managers and Children Looked After Manager will cover a cluster of pods.
The managers will be accountable for the performance of the pods, taking forward operational and strategic issues relating to recruitment and selection, performance management, practice standards, supervision and appraisal and quality of practice.
The range of decision making for the manager will be in line with the Calderdale decision making hierarchy (see appendix 2).
It is very important that there is clarity of role between the Practice Manager and
Team Manager to avoid duplication and to ensure that the Team Manager is able to maintain the appropriate oversight of the cluster of pods and is able to predict and respond to cluster- wide capacity and performance issues and is not unduly drawn into day to day pod management.
Pod organisation
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The pod will sit together in a designated space for them. There will be space allocated for pod meetings and supervision sessions.
The team needs many of the arrangements it had before such as time slots for individual supervision, meetings etc. The move to systemic practice does, however, offer opportunities to do things more efficiently.
In order that Pod Co-ordinators can support the management of meetings, there must a commitment to electronic diaries.
Weekly Reflective pod supervision should be arranged a year ahead and placed in diaries.
Pod care and sustainability
The importance of induction cannot be underestimated in any work situation, and it is particularly relevant to small teams who work so closely together. The investment in induction is essential and whilst some of the practical tasks might be arranged by the coordinator, the commitment to induction and integration of new pod members must be initiated by the Practice Manager and supported by all members.
Small teams with shared caseloads offer real opportunities to work positively and collaboratively together, but rely on commitment from their members to comply with the spirit of this. The weekly Reflect meeting will include a timeslot at the beginning to ‘check in’ for pod members.
Where tensions or difficulties arise, within the pod, a genuine commitment to resolve them is critical to the welfare of the pod. In some circumstances, it may be useful to deploy resources from Calderdale Therapeutic Services (CTS) in order to offer some independent support. This is part of the contract from CTS and will be discussed at the outset of the involvement with the pod.
Joint working of cases is integral to systemic practice but it is acknowledged that the pods are small and resource must be deployed carefully. Joint visits should not be the norm but used in specific circumstances.
Pods will be grouped together by locality or specialism and there will be a need in some circumstances for pods to provide support to others. The move to pod working should not signal an end to team support for each other, but create a working environment that is supportive to all individuals.
Reflective pod supervision
The weekly Reflect pod supervision sits at the heart of the systemic practice model and is the vehicle for decision making and delivering practice.
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The weekly pod meeting provides the forum for:

Sharing knowledge about the case, including information about the children and the family dynamics.

Ensuring risk is being managed.

Solving problems and finding solutions.

Making decisions and providing management oversight.

Updating the records.
It includes the pod members, and is chaired by the Practice Manager. Clinical support from Calderdale Therapeutic Services will be made available to the meetings. Other involved professionals may also be invited to join the meeting.
Whilst the Practice Manager leads the meeting, responsibility is shared and tasks will be allocated at this meeting.
The cases are discussed on a rotating cycle, a record of the meeting made and the
CASS record updated on the S1 form.
A suggested agenda would be:

Events /meetings/visits done.

Questions and clarifications.

Analysis and hypothesising.

Summary /decisions and allocation of tasks.
The record of the meeting should be made at the time by the Pod Co-ordinator, checked by the Practice Manager and uploaded directly onto the case record for the child using the S1 form. (See appendix 3).
If pod members cannot attend, arrangements for updating them should be allocated at the meeting.
For these meetings to be effective, the following conditions are required:

That preparation for the meeting has taken place.

That Pod members take responsibility for their own practice.
 Respect and value other member’s contributions.

Keep to the point.

Acceptance of challenge without becoming defensive, and provide challenge without becoming personal.

Encouraging of openness and reflection.
There is an expectation that the Reflective pod supervision will cover all cases within the pod within each month.
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Supervision
Objective of supervision for the child/family practitioner.
Monthly supervision of Social Workers will continue to take place, in line with the spirit and practice outlined in the Calderdale standards.
This supervision will cover all the areas as set out in the current practice standards.
There is an expectation that if the case for which the Social Worker is the lead professional has been discussed at the pod meeting that month, that it is unnecessary to discuss it again unless circumstances indicate that it is required.
Otherwise the same principles apply:

Records of previous supervision should be brought forward.

Supervisors should ensure that they appraise themselves of the cases.

Supervision should include reflective analysis.

Management oversight of cases.
Supervision will also continue to include the important elements of

Support.

Development.

Appraisal and performance management.
Supervision of the Practice Manager, Social Workers and Pod administrators will take place monthly as before.
Workflow
The ultimate goal is a system that involves as few changes of Social Worker as possible.
There will be increased links between the designated Children’s Assessment Team
(CAT) and the respective locality teams.
The arrangements for the transfer of cases from Children’s Assessment Services and elsewhere will change. In cases closed within the last 3 months they will return to the originating team.
If a case is in legal proceedings, it will transfer from the Children’s Assessment Team
(CAT) to the Children Looked After (CLA) pod after the first hearing. If the case is with the locality CP/CIN pod it will transfer after the first hearing to the CLA pod.
In the case of children who are Section 20 accommodated, and it is decided that permanence outside the family will take place, they will be transferred to the CLA pods at that point.
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For children who are being accommodated on a short term basis, they will be transferred to the CP/CIN pods. The timescale for this has not been agreed but will be tested out.
All workflow processes which involve decisions about changes of social work team for children and families will be kept under review by the Implementation Group, and ways to reduce change explored.
Recording on CASS will remain broadly the same in terms of casenotes but the recording of minutes of pod meetings will involve new types of records and specific guidance will be offered as to how these are stored.
Child Protection Conferences and Looked After Children Reviews
It is expected that the lead Social Worker will continue to provide reports and attend
Child Protection Conferences and Children Looked After Reviews. In the event the lead Social Worker is unable to complete the reports within the designated time frame or unable to attend the conference/review, it is expected that the Practice
Manager will ensure that this will be completed by another person within the pod.
Accountability
Social Worker pods remain part of Early Intervention and Safeguarding, Children and
Young People’s Services.
The decision making hierarchy as set out in Calderdale on-line current Tri X procedures will not differ apart from decisions previously made by Practice
Supervisors will now be made by Practice Managers. The document will be updated to reflect this.
The pods will be managed and accountable to the Team Manager who will retain their current responsibilities. The Team Manager will be responsible for ensuring support across the pods as well as delivering strategic objectives for their areas of responsibility.
Introduction
Safe Successful Families in Calderdale involves the transformation of social work services using the model of systemic practice..
The delivery of this working model includes clinical support, advice and involvement from Calderdale Therapeutic Services (CTS).
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What is the purpose?
The purpose of the involvement is to offer clinical expertise to the pods. Reflective practice and discussion will be enhanced by the additional input from external therapeutic services who will not be directly involved in case work but can offer objectivity and advice.
Pods will be small with their members sharing caseloads. Under these circumstances, external input can be effective in offering additional perspectives in complex cases.
What will it look like?
Each pod will be assigned a clinician from CTS, and a formal agreement will be signed at the outset establishing the respective roles and responsibilities of the two services.
In cases where more specialist input is required the pod clinician will discuss with the manager of CTS.
Principles
The child is at the centre of all we do
This way of working is new to us, and we all need to be ready to learn by openly discussing and evaluating our practice
We work in respectful partnership
Our collaboration will observe the principles of systemic practice

Recording of the sessions to be overseen by Practice Manager in conjunction with the Pod Coordinator.

Content of meetings to be held confidential within the pod, bearing in mind that the recordings of the cases will be available within CASS.

Staff to be open and honest during discussions.

If conflict arises, this to be explored within the check in slots, and if unresolved, support from CTS Team Manager/Principal Child and Family SW to be sought. Practice Managers to remain responsible for supporting issues also as and when they arise.

Clinicians will not be auditing cases, and will not be making decisions.

Structure of the sessions to include a brief check in, one hour and a half hours clinical attendance, and a check out, with a review of the work frequency every six weeks.
Signed: ………………………………………….. (C.T.S.)
Date: …………….
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Signed :……………………………………………( Pod Practice Manager)
Date:………………..
Team Manager of Calderdale Therapeutic Services (C.T.S.)
Northgate House
Northgate
HALIFAX
HX1 1UN
Tel: 01422 392112
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Appendix 1
1 June 2015
Service Manager
Children’s
Assessment
Services
Multi Agency
Screening Team
(MAST)
Children’s
Assessment Team
(CAT)
Team Two
Links Central & West, UV
2 pods
Children’s
Assessment Team
(CAT)
Team One
Links to N&E, LV
2 pods
Emergency Duty
Team (EDT)
Child Sexual
Version 12
Team
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Draft Proposal for Systemic Practice Structure Version 12 (updated 1.6.2015)
14
Head of Early Intervention and Safeguarding
Service Manager
Locality Pods North & East/Lower Valley
Team Manager
Covering CIN, CP
North &
East
North &
East
North &
East
Lower
Valley
Locality Pods Central & West/Upper Valley
Team Manager
Covering CIN, CP
Central
& West
Central
& West
Central &
West
Upper
Valley
Children Looked After (CLA) Pods
Team Manager
CLA
W/C
CLA
W/C
CLA
N/E
CLA
N/E
CLA
LV
CLA
UV
D isabled Children’s Team (DCT) Team Manager
DCT: Pod for children with CP plans or in the cusp of care
(from 1.6.15)
Service Manager
Children Looked
After
Fostering
Connected carers
(pod)
Permanency/
Support Care
(No plan for pods at this point)
Residential redesign underway
Adoption
Adoption Support
(potential pod)
Assessment/
Recruitment
Family Finding
(No plan for pods at this point)
Specialist
Pathway
To be reviewed
Calderdale
Therapeutic
Service (CTS)
Whole system therapeutic support to pods

15
Decision Making Matrix for Locality Teams
Calderdale Metropolitan Borough Council
Children and Young People’s Service
Early Intervention and Safeguarding
(Amended after meetings with Team Managers on 2.3.15 and the Systemic Practice Implementation
Group on 9.3.15)
Issue
Personnel and Performance management
Sign off of supervision records
Leave /toil requests
Pay increments
Disciplinary & capability issues
Recruitment – shortlisting/interviewing of SWs
Recruitment – shortlisting/interviewing of TM/SM
Training requests
Return to work interviews
Sickness absence
Monitoring via management dashboard
Overall tracking of performance and report back on management dashboard
Practice
Sign off of referrals
Case closure/transfer
Sign off of visits
Sign off of records ( management oversight)
Allocation of work within the pod
Allocation of work within the team/transfer of cases
CP cases
Initiate section 47 enquiry
Escalation / de-escalation
Convene/not convene CP conference
Sign off CP plan/ core group minutes
Sign off of visits
Sign off of section 47s
Assessments
Quality assurance of all assessments
Agree undertake single assessment
Sign off of single assessments/parenting x x x x x x
Head of
EI & S x x x x x x
Service
Manager x x x x x x x x x
Locality
Team
Manager x x x
Practice
Manager/
Supervisor x x x x x x x x x x x x x x x x x
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Issue assessments/ court assessments/viability assessments
Legal proceedings
Quality assurance of legal statements/reports
Sign off PLO agreement
Agree Gateway application
Sign off of legal statements /reports prior to submission
Chair PLO meeting
Legal proceedings ( cont’d)
Initiate legal proceedings via Gateway
Initiate legal proceedings (unplanned incl .out of hours)
Chair final ( formal ) legal planning meeting
Sign off PWP/SGO agreements and plans
Sign off final care plan
Children Looked after ( CLA)
QA review reports/ care plans
Sign off review recommendations
Chair permanence planning meetings
Referral to LADO
Approval to seek external placement
Agency decision maker for Adoption panel
Dispute resolution process ( 2 nd stage after SW)
Emergency approval of foster carers
Decision Maker for Fostering Panel
Permissions for CLA
Medical treatment ( planned and otherwise)
Travel abroad
Joined armed forces
Marriage
Delegated authority for foster carers
Finance
Agree Section 17 up to £20
Agree Section 17 over £20 in line with job description x x x
Head of
EI & S
Service
Manager
Locality
Team
Manager
Practice
Manager/
Supervisor x x x x x x x x x x x x x x x x x x x x x x x x x
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APPENDIX 3
SCOPE OF THIS CHAPTER
This chapter summarises key roles and decision making responsibilities for Children’s Social Care.
AMENDMENT
It was reviewed locally in December 2014, and updated as required.
Contents
1. Introduction
2. Head of Early Intervention and Safeguarding
3. Service Manager
4. Team Manager
5. Practice Manager
1. Introduction
This document outlines key role and decision making responsibilities for Children’s Social Care. From time to time, these may be delegated to managers at the tier below, depending on the needs of the service. Also, it may sometimes be necessary for managers to take on additional responsibilities in response to changing needs.
2. Head of Early Intervention and Safeguarding

Emergency approval of placements with Connected Persons ;

Agency decision maker for Adoption Panel;

Referring cases for consideration to Calderdale Safeguarding Children Board.
Decisions should be quality assured by the DCS, as necessary.
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3. Service Manager

Initiating Care Proceedings in a planned way (via Gateway Panel and Public Law Outline);Agency decision maker for Fostering Panel

Access to and deployment of resources outside of Gateway Panel, including accommodation of children and young people in emergency situations, i.e. outside of office hours;

Overseeing cases which may have a significant impact to the department, i.e. serious incidents;

Agreeing placements with parents in accordance with regulations;

Financial approvals in line with the job descriptions;

Permissions to children in our care in respect of: o
Medical treatment - planned and emergency; o
Travelling abroad; o
Marrying; o Joining the armed forces.
Decisions should be quality assured by Heads of Service, as necessary.
4. Team Manager

Managing and leading relationships with other agencies in the locality or specialist locality.

Allocation of work within the team - Child and Family Single Assessments, Section 47 Enquiries , child in need/child protection/Children Looked After cases, Placement Request Forms etc;

Approval of Section 17 expenditure;

Decisions to convene or not convene a child protection conference when a Section 47 enquiry is substantiated;

Case closure and transfer;

Financial approvals in line with the job description;

Provide leadership for the team in respect of vision, strategy and practice;

Provide management oversight of complex cases and have knowledge of all children subject to proceedings;

Responsible for overall performance of team and lead on performance management;
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
Auditing the quality of work produced by the team as part of quality assurance role. This may include participation in service-wide audit processes or sampling of specific areas of work;

Produce risk management strategies where there is concern about high risk households, including risks to staff;

Take a key role in ensuring no drift in cases;

Investigate and attempt to resolve Stage 1 complaints;

Ensure service plans and those for individual children are outcome focused;

Sign off key plans, conference recommendations and court reports, Gateway reports, prospective adoptor reports and transfer reports;

Chairing of Public Law Outline meetings;

Observations of practice;

Supervise Practice Manager at least once a month;

Lead on human resource, performance and capability issues in team;

Management and supervision of other professionals where local agreements are in place.

Mentoring and support for NQSWs.
Decisions should be quality assured by Service Managers, as necessary.
5. Practice Manager

Allocation of work within the team - Child and Family Single Assessments, Section 47 enquiries, child in need/child protection/Children Looked After/fostering/adoption cases;

Progression of contacts to referrals;

Progression of referrals to Child and Family Single Assessments;

Allocation of Child and Family Single Assessments;

Decisions to convene or not convene a strategy discussion or meeting;

Initiation of a Section 47 enquiry;

Commissioning internal resources;

Financial approvals in line with the job description;

Supervise team of Social Workers on their cases and practice at least monthly. Also, to provide informal supervision, as necessary;
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
Chair key case meetings and undertake selected joint visits as agreed;

Give day to day direction to Social Workers, as required;

Day to day performance management of staff in respect of outstanding tasks;

Ensure deadlines are met on cases;

Oversee and monitor quality of work produced and ensure practice standards are adhered to;

Allocation of cases and tasks - in consultation with Team Manager i.e. if worker off sick;

Undertake Section 47 Strategy Discussions / Meetings ;

Auditing the quality of work produced by the team. This may include participation in service-wide audit processes or sampling of specific areas of work;

Observations of practice;

Deputise for Team Manager as delegated by him/her;

Management and supervision of other professionals where local agreements are in place.
Decisions should be quality assured by Team Managers, as necessary.
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(Revised Feb 2014: Implemented April 2014: Review Date Feb.2015)
R
D
/D
Individual Case Discussion as part of Supervision
Formal Informal
Job Title: and Job Title:
Re:
CASS Number:
Name:
Progress on actions previously identified in Supervision
(any actions outstanding to be added to Decisions/Actions/Recommendations below)
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Actions identified via Audit (indicate timescale for completion)
Current situation and overview: (Why are we involved? Where are now? Where do we want to be?
What is our hypothesis?)
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Case Review and Reflection: include outcomes as a result of intervention i.e. permanency, PLO,
Pathways, ICPC
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Decisions/Actions/Recommendations
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Target Date

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Signed:
Signed: (Supervisor
Date:
Date of next Supervision
Entered on CASS (date): ……………………………………………………………………………
By (name): ……………………………………………………………………………………………..
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26
CTS Support to Systemic Pods (June 2015)
Diane Bates
Amy Darwin
Central & West 4
CLA 5
CLA 6
North & East 4
Connected Carers
North & East 2
North & East 3
DCT
Heather Jones
CLA 2
CLA 3
CLA 4
Lower Valley 1
Gayle Harari
CLA 1
Upper Valley 1
Central & West 2
Central & West 3
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