A Review of the Roles and Deployment of Senior and Principal Social Work Practitioners in Northern Ireland. Overview Report

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1 A Review of the Roles and Deployment of Senior and Principal Social Work Practitioners in Northern Ireland Overview Report June 2014

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3 Table of Contents Acknowledgements Foreword Key Messages i ii iii Introduction 4 Evolution of social work practitioner career pathway in NI 7 Summary of analysis of job descriptions and personnel specifications Summary of findings from the literature review on social work career pathways Key messages from meetings with key stakeholders and other professions Emerging issues for consideration 22 Conclusion and Next Steps 23 References 27

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5 Acknowledgements The Department of Health, Social Services and Public Safety acknowledges the significant contribution and invaluable input of the Steering Group to this work and to the production of this report: Christine Smyth John Growcott David Bickerstaff Melanie Phillips (Deputy Chief Social Services Officer, DHSSPS and Chair of Steering Group); (Co-Director of Social and Primary Care, BHSCT); (Social Care Lead Governance, Training and Workforce Development, HSCB); and (Interim Community General Manager, NHSCT). Sincere thanks to Dr Shirley Ewart-Boyle (Project Officer) for carrying out the extensive review and analysis of information, literature and data and contribution to the production of this report. Thanks are also due to Noelle Barton (Programme Manager, Social Work Strategy) for her input and to Gerardine Cunningham (Social Services Officer) who edited this overview report. i

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7 Foreword Social work is a diverse profession that operates across a number of sectors and settings. Social workers engage with people from a wide range of backgrounds with unique personal and life circumstances. They work in partnership with others to help individuals, families and communities deal with challenges and adversity in their lives and to find solutions that enable them to live safely and independently within their community. Applying the unique combination of social work knowledge, skills and values, social workers aim to improve people s resilience and quality of life and help them realise their full potential and wellbeing. The introduction of the senior social work practitioner grade in Northern Ireland over 20 years ago was a significant step in recognising the demands on social workers, the growing complexity of the work they do and the need for a degree of specialism and advanced practice expertise. For the first time it extended opportunities for career progression within social work enabling practitioners to remain in frontline practice. This was consolidated more recently in 2007 with the introduction of the principal social work practitioner grade. However, the findings from this review highlight that more needs to be done to ensure a proactive and planned approach to workforce planning, to promote regional consistency and to maximise the benefits of the contribution of senior and principal social work practitioners in improving outcomes for service users. A number of issues requiring consideration have been identified including: decision-making regarding establishment and deployment of senior and principal social work practitioner posts across service areas and HSC Trusts; the relationship, differentiation and impact of senior and principal social work grades with equivalent social work and other management grades; relationship and differentiation of senior and principal social work grades with mainstream social work practitioner grades; Regional consistency in required experience training and/or qualifications required for career progression; and role and contribution of senior and principal social work practitioners in professional leadership and governance. In keeping with my commitment to the profession and this Department s commitment to strengthening social work for the future, these findings will inform an action plan that will be taken forward by the DHSSPS, HSCB and HSC Trusts and linked to the implementation of the Social Work Strategy. SEAN HOLLAND DEPUTY SECRETARY/CHIEF SOCIAL SERVICES OFFICER ii

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9 Key Messages This paper presents an overview of the findings from a review of regional, national and international information on social work practitioner career pathways to inform future planning for the deployment of senior and principal practitioners in Northern Ireland. A summary of key messages from the analysis are outlined below. The report concludes with suggested next steps to address these issues and inform future planning by the Department of Health and Social Services (DHSSPS) and Health and Social Care (HSC) Board. Deployment of senior and principal practitioners There are approximately 318 senior practitioners (SPs) and 15 principal practitioners (PPs) employed across the 5 Health and Social Care (HSC) Trusts. SP positions account for 26% of all band 7 social work posts and PP positions account for 7% of band 8a social work posts across the 5 HSC Trusts. Nearly two-thirds (61%) of SP posts are located in children services. There are variations in the distribution of SP posts across the 5 Trusts; ranging from 12% to just over 50% of band 7 posts in individual Trusts. The review found variability in the use of job titles, including examples of band 7 social work posts with a substantial practice component, which did not use the title of senior practitioner, and posts which, while designated as senior practitioner, did not include direct practice with service users. (These percentages were accurate in April 2013). Review of band 7 and 8a social work job descriptions (JD) across practitioner and manager roles The analysis highlighted variability in the detail of personnel specifications, including experience and qualification requirements, and roles and responsibilities of posts. There was some standardisation regarding qualification requirements, with the attainment or commencement of an accredited Post Qualifying Award, included in 53% of band 7 and 23% of band 8a specifications examined, and no inclusion of cognate qualifications. iii

10 There was inconsistency in the role specifications of providing supervision by SPs. When included, there was minimal distinction between operational and professional supervision. The content of job descriptions emphasised a wider range of responsibilities placed on managers, than for other band 7 posts, including SPs, within adult services. Literature review of social work practitioner career pathways There is a limited evidence base on social work practitioner career pathways; with no evidence of models of career progression which have been implemented and evaluated in terms of service improvement or service user outcomes. There is recognition within the literature of the need to retain experienced staff in practice, while providing enhanced remuneration, conditions and status, to address retention and professional issues. There is widespread support for the provision of a career pathway for social workers as evidenced by a wide range of strategies, reviews, policy statements and working groups, reflected in developments in other parts of the UK. There are gaps in the research which specifically examine practitioner career pathways, and the needs of mid-career social workers. The literature review findings suggest that Northern Ireland is further ahead than elsewhere in the UK with the building blocks of a social work career structure in place. Meetings with key stakeholders and other professions There is variation in grading of enhanced practitioner roles in nursing. There is a lack of consistency in the designation of specialist nurse practitioners (somewhat equivalent to SPs in social work). While most posts are band 7, some are designated at band 6. Service need has been the key driver for practitioner career pathway development in nursing. There is no practitioner career pathway in probation services (social work qualified) in the Probation Board for Northern Ireland (PBNI). iv

11 Probation services have a mobility policy which involves the rotation of posts, as a mechanism for enhancing practitioner capacity. The PBNI has not experienced retention issues. Factors which were highlighted as impacting on the deployment and use of SPs and PPs in social work included; accountability and professional leadership, the interface with other social work roles within and between grades, and the impact of multi-disciplinary structures in adult services. v

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13 Introduction The development of a social work practitioner career pathway in Northern Ireland commenced in 1994, with the introduction of the SP grade. Between 1994 and 2005 there was a small and sporadic development of SP posts. However, since 2005 there has been a proliferation in the provision of SP opportunities (designated at band 7) across the Health and Social Care (HSC) Trusts. The PP grade (band 8a) was introduced in Currently there are approximately 318 SPs and 15 PPs employed across the HSC Trusts in Northern Ireland. Policy context The context in which social workers now practise has changed significantly since the introduction of the SP grade, with a number of broader policy changes impacting on the social work profession including: Introduction of compulsory registration of social workers. Introduction of the assessed year in employment (AYE) for newly qualified social workers. Reform of Public Administration (RPA) and restructuring of the HSC system. Agenda for Change and pay banding of social workers. Modernisation and restructuring of children s services including new standards and guidance. Implementation of safeguarding vulnerable adults arrangements. Inclusion of the discharge of Delegated Statutory Functions (DSF) in the DHSSPS assurance and accountability meetings with the HSC Board and Trusts. The creation of the Safeguarding Board of Northern Ireland (SBNI). Wider policy and legislative developments across health and social care. It is anticipated that proposals for the future model of health and social care as set out in Transforming Your Care (DHSSPS, 2011) will have significant implications for the HSC workforce, including social workers. Key themes outline a greater focus on prevention, quality and outcomes and on more integrated working in the planning and delivery of health and social care. The Office of Social Services (OSS) within the DHSSPS has identified the need to support career progression for social workers, including the development of practice expertise. This has been outlined in a number of strategies for the profession including the Personal Social Services Development and Training Strategy

14 (DHSSPS, 2006), and the Social Work Strategy: Improving and Safeguarding Social Wellbeing (DHSSPS, 2012). Rationale for the Review Demand for social work services has been increasing and changing, and is expected to continue to do so. Social workers are facing a number of challenges including: increasing complexity of work; increased referrals in Children s Services; increase in adult safeguarding referrals; an increase in multi-disciplinary working arrangements in adult services; new and emerging challenges such as the role of social media in child sexual exploitation; increase in disclosures and investigations into historical abuse; use of technology in the delivery of services; and the development of new mental capacity legislation. Robust information about planned models of service provision is required to predict future population needs and associated workforce requirements. There is also a strategic priority in the Social Work Strategy (DHSSPS, 2012) to build workforce capacity to meet future demands. It is important within this context of rising demand that social workers can be deployed flexibly to areas where their skills and expertise are needed most. A number of actions and first steps are identified in the Social Work Strategy to support this, including the proposal to review the role and deployment of SPs and PPs in order to inform future workforce planning in children and adult services in HSC Trusts. The DHSSPS commissioned the Social Care Institute for Excellence (SCIE), as part of the annual NI work programme to undertake this review. The overall scope of the project is: To analyse regional, national and international information and research on social work practitioner career pathways, to inform the Department and HSC Board in reviewing and planning for the deployment of senior and principal practitioners in Northern Ireland. 2

15 The methods used in the project include: Analysis of key DHSSPS documentation including minutes, workforce development reports, proposals, reviews and correspondence regarding the rationale, introduction and evolution of SP and PP provision in Northern Ireland, This also included identification of implementation issues from records or discussions with agreed personnel. Analysis of HSC Board workforce data on the numbers and deployment of SPs and PPs across HSC Trusts. A review of a purposive sample of band 7 and band 8a social work personnel specifications and JDs provided by the HSC Board. Analysis of information on practitioner career pathways in probation and nursing in Northern Ireland which were gathered from discussions with relevant stakeholders and related reports and policy documents. An international literature review examining models and frameworks for the provision of social work practitioner career frameworks, and the impact of social work career pathways. This overview report provides a concise summary of key issues from the wider work programme and signposts routes to further information, rather than offering a definitive comprehensive statement of evidence. This review has been overseen by a Steering Group with representation from the DHSSPS, HSC Board and Trusts which met throughout the duration of the project and provided advice and feedback on the review process and written reports. 3

16 Evolution of social work practitioner career pathway in Northern Ireland The provision for SP posts was introduced in 1994 in response to recruitment issues and high turnover rates (most notably in family and child care social work services) and could therefore be viewed as a somewhat reactive development. It was aimed at providing progression opportunities for social workers in practice (other than through managerial posts), to retain practice expertise at the frontline and in so doing, ensuring outcomes for service users were not compromised. The Social Work Staffs Joint Council issued Circular HSS (TC6) 10/94 on 20 December This circular outlined criteria for the establishment and provision of SP posts and remains in place today. Between the introduction of the Circular in 1994 and 2002 only 12 SP posts were introduced. However this was followed by a marked increase in the following years. Social services workforce data for Northern Ireland report an increase to 56 in 2004 and a steep rise to 188 in 2005, with the largest proportion employed in children s services (approximately 117 posts). The reason for the rise in the provision of SP posts is not documented. During the early 2000s a number of workforce reviews of the social work profession highlighted a range of issues which adversely affected the retention of experienced social workers at the front-line (DHSSPS, 2002; NISCC, 2002; The Children Matter Taskforce, 2003). These reviews highlighted the need for a review of the social work career structure, and the provision of opportunities for promotion within practice, to ensure practice experience and expertise was preserved at the point of service user contact. Two small-scale reviews of a sample of SP JDs and personnel specifications were undertaken in 2003 and The 2003 review found compliance with the 1994 Circular in respect of the provision of management and accountability arrangements for SPs. The requirement of having a social work qualification for SP grades was found to be compliant with the Circular in the 2006 review, otherwise the compliance of JDs with the requirements outlined in the 1994 circular was mixed (e.g. in respect of compliance regarding competencies required, lines of accountability and not carrying management responsibilities). These reviews did not determine if the introduction of SP posts had an impact on retention, service improvement or better outcomes for service users. However they did illustrate that the prevalence and deployment of SPs was variable within services and across the HSC Trusts. This may be a result of the flexible and permissive conditions outlined in the 1994 circular, and also in response to particular service demands. 4

17 However as a consequence of the variability in interpretation of the use of SPs, opportunities for career progression have varied across HSC Trusts given the differences in the actual number of SP posts available in respective HSC Trusts. During 2006 a project was initiated to pilot the introduction of a PP grade within the family and child care service, equivalent to the grade of the then principal social worker. A pilot and evaluation of one post over an 8 month period was used to inform the implementation of PP posts across all HSC Trusts. The evaluation highlighted a number of challenges including: the development of the personnel specification and JD; the differentiation of the PP post to social work roles of the same grade; defining the complexity of work to be undertaken; governance and line management responsibilities; and consideration of the impact on other social work posts and resources. Nonetheless the evaluation of the pilot project highlighted the added value of the PP role. The project recommended exploring the interface between PPs and related social work positions, and replacing the 1994 Circular. This project was superseded by the outcomes of the Social Services Inspectorate Child Protection Inspection carried out in 2005/6 which accelerated the introduction of the PP grade within HSC Trusts. The Child Protection Inspection overview report highlighted the increasing and creative use of SP posts, but acknowledged that some posts were in early stages of development. The inspection recommended the need for regional consistency of responsibilities, monitoring of the impact of SP provision and the creation of PP posts in child protection services (DHSSPS, 2006). This work was taken forward by the Reform Implementation Team (RIT) established to implement the recommendations in the inspection report to reform child protection services. In 2007, the DHSSPS provided funding for fifteen PP posts. Circular HSS (OSS) JD/RIT 1/2007 was issued with standardised personnel specifications and JDs to be used for recruitment of SPs in gateway teams and PPs in children s services. This Circular promotes regional consistency in the aforementioned posts, but does not apply to SP posts in other settings within children services, or in adult services, where the 1994 Circular remains in place. Outwith gateway services it remains the responsibility of employers to determine the JD and deployment of SPs which may account for continued variations in numbers, role and responsibilities across HSC Trusts and service areas. 5

18 In implementing Circular HSS (OSS) JD/RIT 1/2007 the following issues arose namely: Defining the roles and responsibilities and differentiating between other social work practitioner posts at lower grades. The relationship and impact of SP and PP grades on recruitment to social work and other management posts. Deployment of posts across service provision areas and organisational structure. Defining levels of competency, expertise and qualifications required. Since their introduction, there has been no formal review of the impact of SP or PP posts, although there have been comments arising out of inspections and reviews. The regional child protection inspection of 2006 noted the creative use of SP posts and recommended the need for regional consistency in responsibilities of SPs and monitoring the impact of such roles on the quality of services (DHSSPS, 2006). A subsequent Regulation and Quality Improvement Authority (RQIA) review of child protection services highlighted the benefits of SPs and PPs in supporting staff with complex cases and/or less experienced staff (RQIA, 2011). While there had been a regional impetus for the introduction of PPs in children s services, comparable posts do not exist in adult services. While taking account of the respective differences between children s and adult services, there is a view that consideration should be given to the need for PPs in adult services. Anecdotally it has been suggested that the increase in progression opportunities in practice have impacted negatively on recruitment into front line management posts, particularly in adult services. Concerns have also been raised about professional supervision, governance, reporting and accountability lines for social workers in respect of the discharge of delegated statutory functions in adult services and, what role, if any, SPs and PPs should play in this regard. Social work job titles and operational definitions The review of JDs found variability in the use of job titles. The 1994 Circular outlines criteria which define an SP, which includes holding a selected caseload of complex cases. This review found evidence of variations in the interpretation and use of the SP title. For example there were isolated examples of the SP job title being used for positions where direct practice with service users was not apparent (such as governance and training roles). 6

19 There were also examples of band 7 social work practitioner posts, although arguably similar in nature to SPs, that do not use this title, (for example approved social worker, forensic social worker). This may reflect the legacy of specific social work job titles in situ prior to the introduction of the SP job title across service areas. For the purpose of this review, the term other is used to categorise these posts, which do not use management or SP job titles. Prevalence and deployment of senior and principal practitioners Workforce data submitted by HSC Trusts to the HSC Board provide information on the social work workforce. Data for band 7 and 8a social work posts (compiled in November 2012) was analysed to ascertain the prevalence and location of SP and PP posts. Due to variations in reporting and use of job titles for SPs and related band 7 practitioner social work posts the following statistics are estimates, however they do provide an indication of provision within the HSC Trusts. The dataset reflects a headcount only and does not differentiate between whole time or part time staff. Based on job titles used the findings indicated that: There are 15 PPs and approximately 318 SPs employed across the 5 HSC Trusts. SP positions account for 26% of band 7 social work positions across the 5 HSC Trusts. PP positions account for 7% of band 8a social work positions across the 5 HSC Trusts. Nearly two-thirds (61%) of SP posts are located in children services. SPs account for just over half of band 7 social work posts in 2 HSC Trusts. One HSC Trust has a third of band 7s as SPs. Another has approximately a quarter of band 7s as SPs and finally one trust has the lowest percentage of 12% of band 7 posts allocated as SPs. This demonstrates how the prevalence of the SP role varies across HSC Trusts. 7

20 Summary of analysis of job descriptions and personnel specifications Thirty-five band 7 job JDs were reviewed. The JDs were selected and obtained by the HSC Board. The sample consisted of JDs for 20 SPs, 11 managers and 4 others. Thirteen band 8a JDs were also reviewed, comprising of 2 PPs and 11 manager JDs. The study examined the roles and responsibilities attached to each position. The analysis of JDs, while providing an indicator of what post holders are expected to do, does not account for the actual tasks undertaken in practice. Essential and desirable criteria outlined in personnel specifications were also reviewed. Band 7 job descriptions There was diversity in the numbers of statements regarding roles and responsibilities within band 7 JDs, ranging from 12 to 48 statements. SP JDs contained an average of 22 statements compared to 33 for management posts; with the latter usually being more comprehensive and including a wider range of responsibilities. There were also tentative differences in the tone of JDs in terms of the level of responsibility afforded to tasks. For example, some statements referred to the participation or contribution of the post-holder while others conveyed attributes of being responsible for... or ensuring that... a particular task was undertaken. Generally the former was attributed to SP and other JDs, with the latter attributed to managers. However several SP and other band 7 JDs seemed to reflect a position sitting between that of practitioner and manager, particularly in adult/ integrated services. The themes identified within the sample are now explored. Providing professional and/or operational supervision - all manager JDs referred to supervision duties, both operationally and professionally. Providing supervision was referenced in 7 SP JDs (approximately one-third), and the majority of these, specified supervising particular cases or staff (students or inexperienced colleagues). The provision of either professional or operational supervision was not explicitly identified. A further 3 SP JDs did refer to deputising in the absence of a manager, which by default may involve the provision of supervision, but this would not be a routine feature of their role. Hence expectations of the SP in respect of provision of professional supervision are variable. Consultation, support, advice and guidance - Three-quarters of SP, and all other and manager JDs referred to the provision of consultation and advice to staff. Reference to mentoring AYE social workers and facilitating social work students was included in some JDs. The provision of practice teaching was only explicit in one SP and 2 other JDs. 8

21 Training - just over two-thirds of all band 7 JDs included contributing to training of staff. This accounted for all other posts, half of SP, and all but one manager JD. In the main, the identification of training needs was afforded to all groups, but the delivery of training was designated to some SP posts and others. Management, statutory responsibilities and professional leadership - All manager JDs contained substantial references to these domains. While the majority of SP and other JDs included some statements in respect of governance, quality and service development, these were often presented in a limited or generalised manner. All manager JDs included responsibility for DSF. Just over half of SP JDs referred to this domain, and was usually specified as undertaking specific roles in discharging statutory responsibilities, emphasising a contributory role to implementation of, rather than responsibility for, DSF. Direct practice and specialist roles - For the purposes of this review the substantive tasks of SP and other roles were analysed and defined as specialist in terms of: Direct practice with complex cases - working directly with service users to undertake social work practice. Liaison or co-ordinating roles - working between organisations, with postholders located in services such as a public protection team, children s court service or hospital liaison role. Therapeutic provision - located in clinical or specialist services such as therapeutic or forensic services. Implementation of project work - although not holding a caseload these posts were assigned to other tasks such as delivering training to foster carers or coordination of a family support hub. Service development - All JDs included statements about service improvement, with variation in levels of responsibility. Some were general in nature while others were detailed about specific areas of delivery and performance. These roles were assigned to governance and quality, audit, policies and procedures, assessment of need and developing the provision of services. Research, evaluation, audit and evidence based practice - All JDs included the promotion of high standards of social work practice. Approximately three-quarters of SP and others and, just over half of managers outlined responsibilities in contributing to or participating in research and audit activity: of the remaining 10 band 7 JDs, several 9

22 outlined a responsibility to be knowledgeable about current research, but most contained no reference to research or audit activity. Line management: reporting & accountability arrangements - A range of reporting mechanisms were identified across a spectrum of professionals/job titles. It was apparent that some posts, particularly in adult services, could be operationally managed by a range of professionals. The analysis was able to denote that half of SPs reported to a social work manager; although the grade of these managers could not be determined. Similarly there was variation in accountability arrangements, however it was evident in the JDs that approximately half of the overall band 7 sample are accountable to directors of social work. Band 7 personnel specifications Personnel specifications were available for 15 posts (11 SP, 3 managers and one other ). There were a range of essential criteria, but all posts included core requirements of having a social work qualification, NISCC registration and transport arrangements. All specifications stipulated having post-qualifying experience. However there were variations in the requirements of duration, (most required 3 years postqualifying experience), and type of social work experience (e.g. family and childcare or adult services). In respect of qualifications, attainment of an accredited Post Qualifying Award was contained in just over half of personnel specifications. One-third included specific training requirements (such as approved social worker or joint protocol trained), but there was no reference to other cognate academic qualifications. There was also a variety of knowledge and skills criteria presented across the domains of essential and desirable criteria. Band 8a posts Two PP JDs were compared with 11 band 8a social work management JDs. While the PP sample is small, it reflects the small number of such posts, with a total population of 15 PP in HSC Trusts in Northern Ireland. Furthermore, there is a standardised job description in place for all PP. Over two-thirds of the total band 8a sample was located in children s services. Band 8a job descriptions The PP JDs were identical (as a result of the regional job description outlined in Circular HSS (OSS) JD/RIT 1/2007). The PP JD contained 12 statements compared to management posts which ranged between 13 and 59. Approximately half of manager JDs had more than 30 statements. 10

23 Direct practice - The PP JD included working with families, co-working with other staff where appropriate, and providing expert opinion to the courts. This is a unique attribute of the PP role and differentiates it from the role of the manager at the same grade. Supporting and managing other staff - a substantial part of the PP JD referred to supporting staff, in the form of facilitation, consultation, practice development and advising on complex cases, but did not include the provision of supervision. In contrast, management of staff performance, were attributes of manager JDs. This included the provision of supervision (in all but one manager JD), although nearly two-thirds did not identify the type of supervision (operational or professional). Research, evaluation, audit and evidence based practice - The use of evidence based practice and research was evident in the PP JD and just under half of the manager JDs. Statements ranged from being informed about research to developing evidence based practice and undertaking audits. Strategic, governance and corporate responsibility - This theme was a substantial component of all the JDs. The PP JD included providing advice to directors of social work on issues related to DSF. Furthermore there was emphasis on making a contribution to the governance, quality and service improvement agenda, performance management, reviews of policies and procedures, and dissemination of information from inspections, case management reviews and serious adverse incidents. Manager JDs were more comprehensive, outlining responsibility for the aforementioned areas, with additional accountability relating to DSF, legislative and procedural requirements. Other managerial roles included responsibility for corporate governance processes, requisite controls assurance standards, professional regulation requirements, and risk management processes. Management of service delivery - All manager JDs contained descriptors regarding management of services. This included being operationally responsible for the commissioning and delivery of high quality services, and ensuring service provision adhered to meeting targets, standards and quality and regulatory benchmarks. Several manager JDs also included deputising, monitoring caseloads/workloads and supporting staff. This was more evident in positions with a closer interface with frontline staff. Strategic development and leadership - Contributing to wider HSC Trust corporate arrangements was a substantial feature of manager JDs. This included strategic and corporate objective planning activities. Directorate specific priorities were also outlined. Strategic and professional leadership responsibilities were explicitly expressed in all manager JDs. 11

24 Service improvement and innovation - All band 8a JDs included statements about service improvement and development, although manager JDs denoted more responsibility for ensuring the implementation of initiatives. Line management: reporting and accountability arrangements - Nearly one-third of the sample report to a head of service and were also accountable to the same person, while for others the reporting and accountability personnel differed. Band 8a personnel specifications Personnel specifications were available for 8 JDs (2 PP and 6 managers). There was a higher range of essential requirements stipulated in the PP specifications. Core requirements were similar to those reported for band 7 positions outlined above. In terms of experiential criteria, manager positions required a minimum of 5 years postqualifying whereas this was 7 years for PP posts. In respect of additional qualifications, only the 2 PP and one manager post required attainment of the NI Post Qualifying Framework. Of the remainder, some did include other qualification requirements not dissimilar to those for the band 7 posts outlined above. There was also a variety of knowledge and skills criteria presented across essential and desirable domains. Key Themes arising from the Analysis of Job Descriptions Roles and responsibilities of SPs in adult services appeared to be more extensive than for those in children s services. This may be a reflection of management and professional structures, and the different arrangements necessary for professional governance within multi-disciplinary contexts. The content of JDs also indicated greater expectations placed on manager posts for leadership, governance, accountability and driving professional and service improvement; suggesting that managers held a much wider range of responsibilities. Band 7 manager JDs appeared to have many of the components of an SP job description, alongside management responsibilities. It must be acknowledged that JDs may be written in ways, which are influenced by a range of factors including, human resource policy, agenda for change conditions; the need to evidence competence levels indicative of pay scale; unique aspects of service provision; structural arrangements within HSC Trusts; and/or variations across directorates within the context of uni or multi-disciplinary provision. 12

25 Overall, features of the SP and PP roles, irrespective of presentation, focussed on undertaking complex work, supporting and/or managing staff, providing professional leadership and informing or developing service and practice developments. The content of JDs for SPs have evolved to include a far wider range of activities than that specified in the 1994 Circular (namely carrying complex caseload, advice and guidance to staff and practice teaching/ staff or student training). 13

26 Summary of findings from the literature review on social work career pathways The review of literature revealed limited research on practitioner career pathways. A scope of the international literature, ranging from , found 35 papers, some of which were not academic. Most sources were not specifically detailed about SP and PP roles. This remained the case even when taking different job titles or terminology into account, which may be used to describe similar advanced practitioner posts in other countries. The literature on career pathways was within the context of recruitment and retention issues and child welfare services. Recruitment and retention and the effectiveness of strategies to address these issues, have also received modest attention in research (Burns, 2011). Discussions more often focused on entrance routes into social work, newly qualified social workers and advancement into management. Studies examining factors influencing workforce stability point to the absence of, or limited access to, clear routes for career progression as a negative attribute of the social work profession (Healey et al, 2009; Wiggins & Storry, 2010; Baginksy et al, 2010; Webb & Carpenter, 2012). The absence of practitioner career pathways has also been highlighted in workforce reviews and government reports (ADSS, 2005; Munro, 2011). The review found no evidence of models of practitioner career pathways which have been implemented and evaluated. Subsequently there is little evidence of the impact of SP and PP roles (or equivalently titled posts). One study reported that the introduction of the senior social work practitioner role in England had been useful in attracting experienced staff, although it was acknowledged that most progression opportunities were into management roles (Baginsky et al, 2010). A study of senior social work practitioner posts in Wales found variations in eligibility criteria. The following criteria were ranked as the most important attributes determining progression to the senior social work practitioner grade: professional specialist activity; experience of interagency working; student supervision; chairing meetings; and being up-to-date with research and practice evidence (although the latter was only reported by 32% of respondents) (ADSS, 2005). 14

27 Variations in starting salaries were also evident, although were not correlated with vacancy or turnover rates. There were also variations and lack of clarity regarding the senior social work practitioner roles and responsibilities; however posts frequently carried management responsibilities. Recommendations for developing the senior social work practitioner role were included in the report (ADSS, 2005). Burns (2009) reported that further research is required to examine the impact and contribution of the senior social work practitioner grade. Research has highlighted a discrepancy between social work and other professions that have well established pathways to expand expertise and practice skills. Opportunities in social work have been described as linear, in distinct contrast with the nursing and teaching professions. Practice and professional leadership are encompassed primarily within social work managerial roles, a model not adopted by many other disciplines (Webb and Carpenter, 2012). Recommendations for developing a career structure for social workers are evident in the literature. This is linked to the need for expert practitioners to undertake complex work, reducing workload pressures on less experienced staff, and promoting high quality service provision. Other UK countries are developing career frameworks as a result of workforce planning policies, which have been informed by government policy, and recommendations from reviews and inquiries. There has been some progress in developing models or frameworks for practitioner career routes (for example the Professional Capabilities Framework in England and a practitioner based career pathway for social workers in Wales). 15

28 Key messages from meetings with key stakeholders and other professions In the course of this work a range of meetings were held with the project steering group, the Association of Executive Directors of Social Work (AEDSW), Probation Board for Northern Ireland (PBNI), Northern Ireland Practice and Education Council for Nursing (NIPEC) and the DHSSPS. The purpose of the meetings was to explore perspectives on practitioner career frameworks in social work, and compare with developments in nursing and probation services. The following provides an overview of themes discussed. Career pathways in nursing The provision of practitioner career pathways in nursing evolved in response to service requirements. As in social work, there is no automatic progression in nursing. Some specialist nurse practitioners (somewhat equivalent to SPs in social work) are designated at band 6, however most are band 7. Decisions regarding establishment of more senior posts in nursing are subject to business case proposals and approval at a regional level by the Public Health Agency (PHA). The tasks allocated to most clinical nurse specialists roles are clinical activity sessions (8.5 sessions weekly) and supporting professional activity session (1.5 sessions weekly). Supporting professional activity is defined as audit, continuing professional development, teaching, clinical governance activity, research and administration. Therefore the substantive role is focussed on practice, however the main attributes that differentiate clinical or specialist nursing posts from grades 5 and 6 nurses are higher levels of autonomy and discretion, critical decision-making, knowledge and more complex interventions in clinical care. In contrast to principal PP role in social work, nurses at band 8a/8b usually have a nonclinical remit, and band 8a is usually only awarded when the post entails management responsibilities. Currently issues in the nursing career structure have centred on recognition of the nursing role, and the availability of enhanced level practitioner posts. Although the contribution of clinical nurse specialists has been well documented, it is also recognised that there is a lack of clarity about roles, titles, responsibilities and the explicit and unique contribution of some posts (page 4 PHA, 2012 and NIPEC, 2012); a similar issue experienced within the social work profession. From 2011 every clinical/specialist practitioner post is being mapped and roles/tasks/ functions are currently being evaluated. Job planning guidance/toolkit for clinical nurse specialists has been developed and high level job plans are currently being designed. The guidance on role development should enhance regional consistency. 16

29 Career pathways in probation The PBNI, employs 261 probation officers. Probation officers are qualified social workers. Salaries for PBNI staff are set by the National Negotiating Council for the Probation Service, while the NHS Agenda for Change system allocates pay scales for social workers employed by HSC Trusts. Comparison of PBNI and HSC pay scales PBNI Probation officers 28,468-35,727 Band 4: points Area managers 34,677-39,424 Band 5: points Area managers 39,037-46,650 Band 6: points HSC Trusts Social workers 25,783-34,530 Band 6: points Senior practitioners/ senior social workers 30,764-40,558 Band 7: points Principal practitioner/ head of service 39,239-47,088 Band 8a: points As can be seen from the table above, (and taking account of organisational variances), probation officer and social worker salaries are relatively comparable. However the starting salaries in probation, for band 4 and 5, commence at a higher level, but there are a wider range of points on the pay scale. PBNI report low staff turnover and do not experience retention difficulties, as exists within HSC Trusts. In contrast to practitioner advancement opportunities within the HSC Trusts, there is no comparable practitioner pathway in operation within PBNI. Instead there is a mobility policy which involves the movement of probation officers, typically on a planned cycle of every 4-5 years between services and types of work, (for example this would usually entail 6 posts for an employee with a 30 year career span). The purpose of this policy is to promote staff retention, job enrichment, and develop skills to meet organisational and service delivery requirements. 17

30 This mobility provision aims to promote retention of staff within PBNI. This culture of moving posts alongside staff appraisal is well embedded within the organisation and is the norm (although exceptions do exist). It is informed by annual appraisals which consider existing skills and development needs. This process exists to ensure appropriate deployment of staff and provide opportunities for practice development: For probation grades, experience in a range of practice locations/functions is a critical foundation for professional development (PBNI Mobility policy 2010, p5). Progression is available through the management route, of which there are a small number of opportunities. Currently there are approximately 30 area manager posts (for PBNI staff with social work qualifications), of which the majority are paid at band 5 ( 34,677-39,424), with 4 posts recently re-graded to band 6 ( 39,037-46,650) due to the complexity of the role. It is important to note the PBNI bands differ from those used in statutory social work. While the mobility policy does provide for practice development and allows a probation officer to experience a range of job roles; it is not evident that progression involves opportunities for moving to a higher grade and resultant higher pay scale. The mobility policy and rotation of posts is an important consideration in developing the workforce and responding to service needs. 18

31 Emerging issues for further consideration In this paper the remit of SP and PP posts has been explored in relation to the interface with other relevant social work posts on equivalent AfC pay bands. The impact of HSC organisational structures on social work roles and associated professional governance arrangements was also explored, particularly in relation to integrated working in adult services. The following issues were identified: 1. Professional leadership and tasks: Practice and professional leadership has traditionally been encompassed in social work managerial roles. In adult services there is a perceived lack of social work leadership at more senior levels with management posts being filled by other professionals The allocation of management and professional leadership functions amongst all band 7 and 8a social work posts is variable across roles and contexts. 2. Professional governance and accountability issues: Professional governance and accountability responsibilities are variable across band 7 and band 8a Posts. There is some evidence to suggest SPs are more likely to provide professional support and supervision to band 6 social workers in adult services. 3. Social work job roles within grades Levels of responsibilities of designated posts within the same pay band can be variable (e.g. SP and first line manager). There is a lack of regional consistency in JDs which has resulted in variances across Trusts and service areas. 4. Deployment of social work practitioner posts and service needs The deployment, use and number of SPs in particular service areas should support service requirements and improve outcomes for service users. Opportunities for practitioner advancement across HSC Trusts and service areas are variable. 19

32 Conclusions and Next Steps This review has examined the impetus for the introduction of SP and PP roles and has also examined the permutations, particularly of the SP role in uni-disciplinary (children s) and multi-disciplinary (adult) contexts. Some of the emergent issues have been: Defining the roles and responsibilities; differentiating between practitioner posts at the same grade. Deployment of posts across service areas and HSC Trusts. The relationship and impact of SP and PP grades with management posts. Defining levels of competency, expertise and qualifications required. Extent of role of SPs and PPs in professional governance and leadership. The analysis of definitional terms for social work practitioner posts at band 7 highlighted that the term senior practitioner is widely used within the HSC. While the title implies a mainly practice remit, the title has also been used to describe jobs such as those in governance and training. It would be useful to consider whether standardised use of a title is important for the profession or if the current range of job titles better reflect the social work profession. The review of JDs highlighted the role of band 7 and 8a social work positions in undertaking complex work and providing leadership for the profession. Although deployment and roles of SPs was found to be varied, a common set of core activities were identified which underpin roles and responsibilities of SPs and PPs. Enhanced/advanced practice. Supporting staff/student development and learning. Professional governance. Research and evidence based practice. Service improvement and practice development. In shaping future developments a degree of consistency in definition, deployment, requirements and responsibilities of posts would be beneficial. Variations in personnel specifications and JDs may reflect a need for flexibility to match service needs. However, having a more consistent approach to essential criteria would help to standardise requirements for SP and PP posts and provide a more equitable basis for recruitment across Northern Ireland. Similarly agreement on the experiential training/qualification requirements for progression to SP and PP posts should be considered. 20