SWSI Report Recommendation 23
The Department of Lifelong Care should develop a system of regular peer/management review of practice to encourage the positive identification of difficulties within a learning environment, and so promote continuous improvement.
Evidence of progress implementing recommendation 23
Evidence of progress from record scrutiny
Scrutiny of social work supervision notes |
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| There was evidence that supervision had been carried out regularly and the quantity and quality had improved significantly in the last 18 months. |
From scrutiny of documents
A new social work department supervision and appraisal policy was provided. We found evidence it was being implemented.
A professional practice advisor had been appointment to audit and provide feedback on professional practice. Some audits were provided which indicated significant improvements in professional practice.
The social work department had introduced locality managers forums, peer practice groups and quality circles. The aim was to improve the quality of social work services.
An NHS Borders critical incident review process had been developed to review practice and identify shared learning.
There was a Whistle-blowing Policy which ensured that staff could report dangerous or poor practice. One day services worker said:
"I would use the whistle-blowing procedures. The alternative is to report to the line manager to make concerns known and seek action. I have challenged colleagues about behaviour/actions in the past, but not that often".
An NHS staff member said:
"The Whistle-blowing Policy is a significant improvement".
A social worker said:
"I would report any colleague who was not doing their job properly and putting any service user at risk".
The Scottish Consortium for Learning Disability ( SCLD) training programme included a new course entitled "Team Works". This was aimed at encouraging staff to acknowledge mistakes, learn from them and challenge others in the team in a constructive manner.
The training programme submitted included supervision skills for managers to ensure that managers had the skills and knowledge to provide supervision to staff to meet the required standards .
From meetings and visits
A specialist social work learning disability team had been established. There were plans for a joint social work and NHS learning disability team to be co-located. Premises had been identified . Senior staff said they spent more time with front line staff. Senior staff said this had been beneficial.
From interviews with staff, people with learning disabilities and family carers
Staff said supervision and training had increased and improved. Supervision was used to establish thresholds and clarify expectations, issues and roles.
Team leaders met for support and to ensure consistency applying the Protection of Vulnerable Adults Procedures.
Evidence of work still to be done
From the record scrutiny
All social work cases (n = 61) |
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| In 77% of case records there was no sign of input from supervision sessions. |
From scrutiny of documents
We found little evidence that action points identified in previous supervision sessions had been implemented. Supervision notes were not always signed by the supervisor.
Personal development plans or progress was not always indicated in supervision notes. We found little evidence of oversight by senior managers.
From meetings and visits
The vulnerable adults protection unit had not yet been established. This would have helped with implementation of the monitoring and supervision policies.
Conclusion
We found significant improvement in peer/management review of practice. Staff mentioned increased support through supervision and training.