Camden Children’s Services, together with the Tavistock and Portman NHS Foundation Trust (the Tavistock), are working to develop and embed a systemic model of social work, enabling a collaborative process of shared learning and accountability through group supervision. We would like to tell you a little more about this exciting initiative.
We delivered a five-day programme to staff at every level of the service from social workers to the Director to introduce systemic theory and practice. On-going consultation to the senior management team focused on a systemic approach to leadership and management. The greatest investment of time and resource was directed at the senior practitioners responsible for supervising social work practice, to embed and sustain the systemic supervision, key to the Camden social work model. Each senior practitioner received regular live supervision and mentoring using an adapted version of the ‘Bells that Ring’ model which allocates roles and structure to supervision discussion (Proctor, 1997).
A group of ‘systemic champions’ was established to promote the benefits of the model across the organisation, embed systemic principles in organisational culture and challenge the management team where barriers were identified by staff to its implementation.The second phase of the programme provided support to the champions in order to build the internal capacity of the organisation to sustain the model.
The champions are self-selecting, representative of all parts of the service, and motivated to achieve and support change. The organic, grass roots nature of the champions meant that the group had real life experience ‘on the ground’, so they held currency when making recommendations to peers and senior management.
To address staff turnover a series of one off workshops called ‘systemic conversations’ was co-developed and delivered by the Tavistock mentors with the Champions. A practice guide and online training resources are being developed.
Overall senior practitioners were positive about their experiences of live mentoring and experienced this training as an investment in them, however some did find it challenging and exposing at times. A survey in July 2018 found that 80 per cent of staff felt that the systemic group supervision was either always helpful or often helpful. When asked whether systemic practice helps to ensure that a child’s needs are at the centre of our practice, 80 per cent said yes, 13 per cent not sure, and 7 per cent no. The qualitative responses to the survey were powerful and supported the champions to celebrate the strengths of the model but also to challenge the organisation to further develop the culture and procedures.
The champions have facilitated bi-monthly sessions at extended managers meetings. Managers have stated that these sessions have supported a better understanding of the challenges teams face and promoted a culture of respectful professional challenge across the organisation – keeping the child at the heart of what they do at all times.
Camden received a ‘Good’ Ofsted report in November 2017 with ‘Outstanding’ in some areas. The Camden model of social work programme was positively commended in the inspection report executive summary:
‘Social workers enjoy working in Camden and benefit from manageable caseloads and analytical, reflective group supervision. This is underpinned by systemically trained senior practitioners, working cohesively with highly skilled child and adolescent mental health services (CAMHS) staff who are integrally located across frontline services. This allows social workers to explore and implement imaginative and bold approaches to assess and support families.’
Tips to support whole system change
- Consistent messages being promoted across all levels.
- Mechanisms for different levels of staff to come together to share and work collaboratively to embed the model.
- Mixed cohorts of training worked well with specific interventions for different levels of staff depending on their role.
- Having a clearly articulated Theory of Change: aim, outcomes and what they could be measured against would be helpful to have a robust and thorough evaluation to demonstrate the impact that the programme has had on practice.
Next steps, call to action, request for feedback
Further developments of the programme include widening the approach within the wider multi-disciplinary context. Camden’s Department for Education innovation project focusing on young people aged 10-13 years old identified as at risk of going into care, is using the systemic model as a framework for the multi-agency planning process.
To find out more, contact Paul Dugmore via email firstname.lastname@example.org.