Case Study – Quality Assurance KSS ASYE
What is the problem to be solved? Ensuring multiple components and activities required by the ASYE, occur on time and are of sufficient quality.
This challenge is exacerbated by the large number of individuals and organisational variables within the NQSW's support and assessment over 12 months. Before this system of tracking and quality assurance was implementedthe pressure of front line work could challenge team managers, educators and the NQSW todeliver the best quality on time.
The QA system utilises a spreadsheet tracker as well as outlook reminder service and an individualised key event date calculator
Flow Chart for the quality assurance and tracking process:
What were the benefits from the outcomes achieved?
The external tracking of the progress of all NQSW’s by the ASYE lead means that key activities for each NQSW are monitored. Should events slip, for example a manager’s observation is not recorded, then action is taken throughTeam Managers and escalated to Service Managers’ if necessary. This ensures that assessment and review events are timely, that there is no drift. It also ensures problem resolution early on. For example, if it were found that supervision were not occurring at the required frequency or that study time was not being taken, this would be addressed. This process has been in place for a number of years now and as such is part of the culture in Plymouth Children’s Services so that reluctance to engage is minimal.Social workers and managers expect and welcome assistance with staying on track. The ASYE lead robustly checks the quality of the documents at each point. Where evidence or events are problematic participants are supported by the ASYE lead to resolve the issue or it is fed into on-going learning and if necessary, mentoring and group learning. The process ensures that learning needs can be addressed. For example, the final knowledge and skills test in Plymouth is an audit of an assessment and care plan, the manager assists the worker in selecting a good example of their work. Should it happen that there is a mismatch between the practice education team’s view of the quality and the manager’s view, the Principal Social Worker will arbitrate. This has led to useful learning on both sides and consistency in implementing the Plymouth Best Practice Standards.
The collation of individual audits at the annual evaluation enables an overall robust review to be formed fromindividual and collective learning. Individual and collective learning needs can be followed up and addressed through training and personal development and changes can be made to the programme if necessary. For example, as a result of the most recent evaluation, the data captured from the Final K & S assessment test has identified learning needs. These are being acted upon service wide and changes have also been made to the probation assessment review arrangements.
What was learned that would be useful for others to be aware of?
We have learned that careful tracking and monitoring is essential to ensure that the ASYE provides a meaningful learning experiencefor the individual and the organisation. Ourfocus on this shows a commitment to authentic development and this is reflected in enhanced retention rates post ASYE. A rolling process of quality assurance rather than just an end event lets everyone in the process know that we are committed and consistent. This has resulted in excellent levels of compliance. The process shows our commitment to doing our very best to develop professional social work practice with ongoing individual learning taken forward into our programme for year 2 development.