PROJECT TWELVE: Scoping Proposal for Social Services Department Workload Management Framework
The Task
To produce a workload management framework which social workers, care managers and their supervisors in the Children’s Services and Community Care Divisions can use to organise themselves in relation to work flow, performance and quality.
Directors Vision
The Director believes a workload management framework to be one of a number of key corner stones for good practice in the delivery of social work practice. She wants the framework to provide a vehicle for producing:
• Equity of work output within and across teams.
• Fairness in allocation across the Department.
• A means whereby practitioners and managers can agree reasonable caseloads.
• A model for measuring and managing performance.
• Appropriate checks and balances to achieve “practitioner well-being”.
• A tool for measuring the volume of work care managers and social workers are engaged in.
Methodology
All those interviewed agreed it would be useful to meet a number of people in the divisions to canvas views and opinions about the potential framework. In addition everyone was keen we should look at other Boroughs or Counties workload schemes to save ourselves from “re-inventing the wheel”. All were clear that the way in which the consultation to develop the scheme was conducted would have an effect on how the finished product would be “owned”. Equally all those interviewed thought some kind of pilot with a following review to refine the scheme would be crucial to its eventual success.
Consultant Input
Phase One (1 day)
Refining the commission and develop a “scoping” proposal.
Phase Two (5 days)
Rolling out the commission: The adult division AD thought I should see four of his senior managers plus a number (3/4) practitioners whilst the Children’s division AD suggested I meet one of his senior team, two Group Managers, two of his Practice Managers and a number of practitioners. Others thought it would be important for me to meet the Information Manager.
Phase Three (5 days)
Preventing re-invention and drafting a scheme: I would need to obtain, read and “cull” a number of other Authorities schemes, develop an outline framework for the local scheme and consult with a focus group from each of the two Divisions. (Probably made up of the people I had already seen). The final draft document would then be produced for formal consultation with Divisional Management Teams (plus the Trade Union and Staff Side) prior to being piloted in pre-chosen locations for up to three months.
Phase Four (2 days)
Operationalising and reviewing the pilot: The framework required to capture the results of the pilot would need to be developed and any adjustments emerging from the information gathered used to refine the scheme.
Total 13 days
