Kent County Council Job Description: Practice Development Officer - Step Up to Social Work Directorate: Unit/Section: Grade: Responsible to: Children, Young People and Education Children s Safeguarding KR12 Principal Social Worker Purpose of the job: The role covers all aspects of children s social care: children in need of protection, those in the Council s care and Care Leavers. The Practice Development Officers support the delivery of the highest quality practice through collaboration with operational staff and quality assurance auditing. The Step up to Social Work element of the post is to provide a strategic lead and manage the Step Up to Social Work programme across Kent. This role is responsible for co-ordinating the programme and working with a number of key stakeholders including government agencies, universities, trainees and local authorities. As a Practice Development Officer you will: Monitor and evaluate the quality of social work practice, identifying areas of good practice and those where further improvement in the delivery of practice and services is required. Provide support and advice to Area operational managers in the delivery of: i) Child focussed social work practice and the development and implementation of effective plans. ii) The management and oversight of casework. Consultation in complex cases. Contribute to County and Area audits of social work practice and the implementation of any resulting improvement/ action plans. Promote effective multi-agency partnership working. Promote a learning culture that further develops the knowledge base of social work practitioners. Disseminate and raise awareness of key national and local policy changes and the messages from research. Influence the delivery of effective social work practice.
As a Step Up Programme Co-ordinator you will: 1. Organisational Objectives a) Kent County Council is committed to devolving the support function, resulting in a more economic, efficient and effective service to customers. Business Support staff play a key role in monitoring its success. b) The Department is committed to continuously improving the quality of the support service, in line with the Council s core objectives. The post holder will be responsible for overseeing quality assurance processes in line with those core objectives. c) All staff are responsible for ensuring all services are implemented in a manner consistent with the Council s commitment to equality and diversity. 2. Structure The post holder will also co-ordinate the work undertaken by staff of external departments in support of the discharge of the responsibilities for this post. This will vary depending on the number and range of specific projects currently being managed by the project team on behalf of the Council. 3. Contacts The post holder will lead and oversee the contact with external organisations (such as the Higher Education Institution(s), DfE and its agents and HCPC), the senior business and social care managers and other staff across the Council and within the partnership on matters related to the Step Up to Social Work Programme and the inter-agency initiatives and the operation of external contracts. The post holder will also advise relevant colleagues on the current effectiveness and future development of the programme. 4. Financial Responsibilities: The post holder will have overall responsibility for efficient and effective management of the Step Up to Social Work programme finances, including contractual payments and invoicing, management and control of the Programme budget.
Main duties and responsibilities: Practice Development Officers in liaison with the Principal Social Worker will: 1) Work with the Principal Social Worker to model and promote high quality frontline practice. 2) Facilitate ongoing audit of social work practice. 3) Monitor and evaluate the professional standard of social work practice in Kent through scrutiny of children s social care data, audit findings and quality assurance reports and the outcomes from staff focus groups and surveys. 4) Contribute to the effective formulation, monitoring and review of local policies and procedures that underpin effective practice. 5) Contribute to the successful implementation of any social work action plans. 6) Undertake management reports in relation to Serious Case Reviews and internal management investigations at stage 2. 7) Oversee the implementation and monitoring of resulting management action plans. 8) Identify opportunities to plan and deliver training presentations and workshops to staff both internally and as part of a multi-agency process. 9) Maintain an awareness of national developments in legislation, policy and practice as well as emerging research findings; keeping operational Areas appropriately informed. 10) Provide specialist advice to the Area management team and front-line staff managing complex casework. 11) As part of the local authority s contingency protocol, chair Looked After Children Reviews and Child Protection Conferences when necessary. 12) Represent the directorate at conferences and other forums at both County, Regional and National level upon request. As a Step Up Programme Co-ordinator you will: 1.0 Description of Duties 1.1 To provide support to trainees on the Postgraduate Diploma Step Up to Social Work programme. 1.2 To assess and report on each trainee in respect of their progress on the programme and enable problems in the progression of individual students to be noted, acted upon and resolved. 1.3 To develop positive working relationships with sponsoring agencies within the Regional Partnership which support the running of the programme. 1.4 To enable problems in respect of the delivery of the programme to be resolved, with the support of their line manager and the Steering Group. 1.5 To enable any programme evaluation to take place and to ensure that appropriate lessons from the programme are fed into any national debate on the future of social work education. 1.6 To act as the principal point of contact for the partnership with the Department for Education.
1.7 To undertake such other work as may be agreed by the line manager or Steering Group. 2.0 Support to Trainees 2.1 To ensure that they meet all trainees at induction and that their role as central contact for support is understood and to arrange a group tutorial at the beginning of each learning block. 2.2 To set up, or as required personally undertake, one to one and group meetings with the trainees. 2.3 To develop a supportive relationship with each trainee based on principles of adult learning, meeting as/when required at the trainee s request if appropriate or if the practice manager is in any way concerned about a trainee; problem solving trainee issues and signposting to the appropriate source(s) of support. 2.4 To offer each trainee direct support if required, appropriate to the individual learning needs of the trainee, particularly in respect of the linking of social work theory and practice. 2.5 To establish and run a student unit; to provide/coordinate student unit activities, including arrangements for LA staff to work with trainees to consolidate learning and develop links between social work theory and practice, including: To provide group sessions to enhance learning opportunities and a shared learning approach on a fortnightly basis. To support quality assurance mechanisms by a coherent approach to learning within the trainee group. To provide opportunities for peer support and learning within the group of trainees. To enable university learning and work based learning to be linked in ways that make sense for trainees and build coherently on their understanding of service user needs and the requirements of their agencies. To monitor tutorials, ensuring trainees are not requesting more tutorials than that which has been agreed in the contract. 3.0 The progress of each trainee 3.1 To work in collaboration with the university module leader, practice learning coordinators, personal tutor, learning guides and work based supervisors and practice educators. 3.2 To ensure that appropriate records are kept of the attendance and progress of each trainee, which include: copies of the Learning Agreement, attendance, results, student information, assessment report, tracking and progress. 3.3 To ensure issues are quickly identified and reported to the appropriate person or agency. 4.0 Working with the Steering Group 4.1 To communicate routinely with the agencies leads for the Step Up Programme. 4.2 To service the meetings of the Steering Group.
4.3 With Finance Staff in the Lead Authority, to prepare the budgets for agreement by the Steering Group and to report spend against budgets. 4.4 To undertake tasks which may be required from time to time by the Steering Group. 5.0 Problem Solving 5.1 To ensure effective communication between the many stakeholders and participants in the programme. 5.2 To ensure that roles and responsibilities are well understood. 5.3 To ensure that systems are in place to monitor the performance of contracts and agreements associated with the programme. 5.4 To ensure that problems in respect of the delivery, including problems within any borough within the regional partnership, are identified quickly and to facilitate their resolution; this includes both the HEI contract(s) and, for example, resolving problems with Host teams or Learner Guides. 6.0 Evaluation 6.1 To facilitate any formal evaluation of the programme undertaken externally and to enable trainees and Steering Group to contribute to this process. 6.2 To supply data in appropriate forms in compliance with the Data Protection Act to the Department for Education and/or its agents to enable trainee progress, destination and impact to be tracked. 6.3 To enable the Steering Group to ensure that appropriate lessons from the Step Up to Social Work programme feed into any national debate on the future of social work education. 7.0 General 7.1 To be prepared to travel as the role requires (e.g. To attend practice assessment panels). 7.2 To take a positive part in the programme, by being able to work in a creative and imaginative way and by contributing to its development by providing constructive feedback to the Regional Partnership at agreed intervals. 7.3 To provide a positive value base for the overall support and leadership of the group of trainees within the support and teaching content and structures which is consistent with social work professional values. 7.4 To undertake any other duties reasonably required which are compatible with the requirements of this post holder s Job Description. 8.0 Value for Money / General Management Duties: 8.1 To cost all work undertaken, maintain adequate budget controls and market test services. 8.2 To maintain a comprehensive awareness of trends and developments in the field, and to identify and share areas of good practice. 8.3 To carry out any other specific projects and activities as directed by the line manager to support the council s commitment to organisational development.
8.4 To co-operate with all council staff in order to develop effective and mutually supportive working relationships to deliver on engagement outcomes. 8.5 To comply with the council s data quality standards by applying information management related policies. To report instances of non-compliance, errors, omissions or inadequacies in procedures. 8.6 To know, promote and adhere to the council s equal opportunities policies and to implement them in relation to the job responsibilities; to ensure colleagues responsibilities are discharged in accordance with them. 8.7 To work with other departments and divisions to identify areas for collaboration and workload sharing to get best value for the council. 8.8 To know and comply with the council s safety policy and code, ensuring all duties and responsibilities for self and colleagues are discharged in accordance with them. 8.9 To work under the council s smart working policy and timesheet to assist in providing value for money to clients. 8.10 To role model the council s values.
Kent County Council Person Specification: Practice Development Officer - Step Up to Social Work The following outlines the minimum criteria for this post. Applicants who have a disability and who meet the minimum criteria will be shortlisted. Applicants should describe in their application how they meet these criteria. MINIMUM QUALIFICATIONS (if essential) Educated to degree level. Social work qualification and be a registered social worker with the HCPC. Evidence of continuous professional development. EXPERIENCE Significant post qualifying experience in children and families social work practice. Extensive experience of children and families social work, including children protection and children in care/care leavers. A thorough knowledge of systemic models of social work practice. Experience of involvement in multi-agency working, particularly with Health & Education partners. Experience of managing and supervising qualified social work staff. SKILLS AND ABILITIES Enhanced professional judgement and decision-making skills. Ability to lead and influence. Ability to develop effective working relationships at all levels internally and with key colleagues from other agencies. Change management skills. Good organisational skills including oversight and prioritising of projects. Solution focussed skills. Ability to analyse statistical & performance information to improve practice. Ability to challenge effectively and deliver difficult messages without undermining professional relationships and professional integrity. Excellent communication skills both verbal and written.
KNOWLEDGE Enhanced knowledge of the statutory frameworks underpinning children s social work practice across specialisms, including supporting guidance and regulations. Enhanced knowledge of social work theory and its implications for practice including those related to child attachment and child development. Awareness of the importance of Directorate and Corporate policies and procedures in the local delivery of services to Children in Need, Child Protection and Children in Care/Care Leavers. Knowledge of legal processes in Care Proceedings. BEHAVIOURS (related to ways to success) Be open Invite contribution and challenge Be accountable
Organisational Responsibilities All Corporate Directors, Directors and Heads of Service have an explicit responsibility to work as part of a team to deliver, collectively, the agenda of the County Council. These are fundamental elements of their role not an addition and are summarised as follows; Whole Council Seek to improve the lives of all residents in Kent and the economy of Kent Act as corporate parent to the Council s looked after children Take an active role in promoting and ensuring the Council s responsibilities for safeguarding are met. Understand, communicate and contribute to the delivery of KCC s strategic aims Meet statutory obligations and promote and ensure compliance with policies and procedures and the Council s Code of Conduct (Kent Code). Advise elected Members and support the democratic process Promote the Council brand and enhance the overall reputation of the Council Understand and monitor the measures of performance, including customer insight, which define successful outcomes for KCC services. Maintain and ensure a relentless focus on the customer Act to support the Council-wide need to deliver services within budget, thereby avoiding an overspend that could damage the financial viability of the Council Overcome professional and service silos to achieve the County Council s objectives. Integration of Services Focus resources where they have the biggest impact Deliver services that are flexible and adaptable Integrate services within KCC and work with partner agencies to ensure a seamless customer experience Fully and inclusively engage all staff in the delivery of services, demonstrating the Council s leadership values and competencies.
Embedding Commissioning and Engaging Relevant Markets Establish an outcome focused organisation Meet the financial regulations and standing orders of KCC Challenge the status quo and engage with the market to constantly improve. Ensure all services are delivered effectively and efficiently Proactively and continuously seek to improve service delivery Proactively manage risk to avoid inertia whilst not exposing the Council to needless and avoidable challenge or loss Managing Change Understand and support the Authority s overall change agenda Deliver required outcomes of service specific change on time and to budget Understand the quality of staff, support their development, nurture those with talent Identify the skills for the future and the level of staff through robust workforce planning Identify and deal with underperformance. Deliver to agreed budget and income targets.