Workload

Management

System

June 2010

Model A- to be used by staff within Safeguarding and Family Support Teams (VCS) and the Looked After Children teams (Corporate Parenting)

Foreword

We value our staff and recognise our shared ambition to deliver high quality social care to our most vulnerable children. The Children’s Specialist Services Management Team wants to establish a position where we have a workforce with a manageable and managed workload that is clearly, consistently and equitably allocated. This workload management tool is critical to our delivery of this objective and evidence of our commitment to staff.

A Workload Management System Project Group was set up in April 2006 and completed its work in May 2008.This system was originally developed in 2006 and has been extensively trialled during 2007. As a result, the tool has been further refined and it takes account of the recent demands of Private Fostering and the Public Law Outline.

The principles upon which this system is based are:

  • Job motivation and job satisfaction are important
  • Case type/case complexity is acknowledged
  • Maximum workload is explicitly agreed with an acceptance that no additional work should be allocated to an individual
  • Within this maximum, flexibility from both worker and supervisor to take into account both personal circumstances of staff and work demands on the team is enabled
  • All elements of work and workload not just caseloads are encompassed
  • Consistent, clear and transparent approach to all cases holding teams/staff
  • Quality of work and outcomes is as important in the system as throughput and timescales
  • The system needs to be easy and quick to apply and review
  • Explicit allowances need to be made for “newly qualified” staff and staff working pro-rata hours

We want a system which is fair and effective in its application. With this tool, the worker and supervisor should be able to apply the scheme and come up with virtually the same score. Moreover, monitoring and reporting of workload for each team is possible to enable managers to understand if they may be required to switch resources from one area to another to allocate resources equitably to areas of greatest need/demand. The tool also enables managers to address concerns with individual staff who have not completed allocated work tasks/functions despite there being no justifiable reason for this situation.

I hope that managers and social work staff will find this tool helpful to them in managing workloads and achieving the best possible outcomes for those children receiving a service from us.

P. Pilkington

Exective Director

Specialist Services

Children’s Services Directorate

Workload Management Tool

The Workload management tool must be completed by the team manager with the worker and not by the worker themselves. The tool is to be used at each supervision for every worker within Safeguarding and Family Support and Looked After Children Teams. It should be attached to the supervision record with a copy placed on the workers supervision file and a copy given to there worker. The purpose of the tool is to measure the complexity of work in any given month. The tool does not measure the amount of time taken to undertake tasks but the complexity of the task in hand and any factors that may impact upon the practitioner’s ability to undertake complex work ie performance issues, inexperience.

At the start of each supervision the date of the next supervision must be agreed so that the period to be considered during the individual workload assessment is defined.

Points should only be awarded in the month that the work is undertaken.

If during the process of applying the tool a social worker is identified to be above the maximum points, no further work should be allocated to that worker. At that point, the excess points could be because of the fluctuations within a case or cases, which may then result in a lower workload score at the next use of the tool. If, however, at the second workload assessment, the worker is still over and above the workload management points, then this would indicate that there is a problem of work overload and adjustments should be made at that point to bring the workload down to an acceptable level within 1 month.

Applying Walsall’s Workload Management System to Individual Practitioners

To support the process and ensure clarity and consistency, please refer to the following key guidance points:-

  1. The system aims to achieve 100 points for a full time worker except Children’s Services Support Officers (full time) and NQSW’s, where it aims to achieve 90 points.
  2. The system is based on points per child with a full time worker workload.
  3. The exception to this will be for visits to siblings placed together out of borough, where points are per sibling group.
  4. If the worker is part time, job shares, or is on VRT, then the practitioner points to be achieved should be adjusted on a pro rata basis. Ie. a worker should achieve 20 points if they work one day per week; 40 points if they work two days per week; 60 points if they work three days per week and 80 points if they work four days per week.
  5. Ensure that you complete both columns on the right of the WLM proforma. This is to ensure that points have been allocated correctly in relation to stated workload. For example, individual worker workload has 2 duty days in the forthcoming month, therefore, individual worker points would equal 4.

Guidance on specific aspects of the WLM tool

  1. Practitioner points: 15 points are to be awarded for each full time practitioner or pro rata for someone who is part time. These points are provided in recognition of the day to day work that practitioners undertake on service and team tasks such as attending team meetings, supporting colleagues and attending supervision.
  1. Per child allocated: 2 points are given per child allocated to the worker even if these are co-worked. The manager must ensure that co-working relationships are necessary and add value to the case work being undertaken. Where NQSW’s are co-working cases as part of their learning and developmental needs then they should also be awarded 2 points. In TLC the demands of specific cases may not be as complex due to the different status’s held by young people and thus the volume of work to be undertaken on these cases. If cases are very active then 2 points should be awarded per case eg. eligible young people and 1 point per case where there is less activity eg. former relevant young people. This must be at the team manager’s discretion.

These points are awarded in recognition of the day to day work that practitioners undertake on their caseloads, such as attending meetings, telephone calls, writing letters and case file recording.

  1. Duty day: 2 points are awarded for each day the worker will be on duty. This must be active duty where the worker is occupied in duty work and not where the worker is back up.
  1. Newly allocated cases:It is an expectation when a new case is allocated that the worker reads the file and establishes contact with the family and relevant professionals. In recognition of the increased workload that a new case brings then 1 point per family for the first month is to be awarded.
  1. Initial assessments: 1 point is awarded for the completion of an initial assessment within the month that it is undertaken.
  1. Core assessments:3 points are awarded for the completion of a core assessment within the month that it is being written up only. Points are not awarded for undertaking core assessment sessions.
  1. PLO:2 points are awarded for completing the first pre-proceedings meeting. This is awarded in the month that the meeting is held. A case is only in PLO when formal procedures have commenced to hold a legal planning meeting and write to parents and carers about the Local Authority’s concerns. Planning to initiate care proceedings is not PLO and thus points are not awarded from this section.
  1. PLO: 1 point is awarded for completing any review pre-proceeding meetings. This is awarded in the month that the meeting is held.
  1. Initiating Care proceedings:5 points are to be awarded during the month that the statement, care plan and chronology are being prepared for court. Given that concerns for children are usually high when a decision is made to initiate proceedings this work should be completed over a time limited period and should not roll over form one month to the next.
  1. Care proceedings – contested hearing: If there is a contested hearing then 2 points are awarded during the month of the hearing. This is in recognition of the additional work that needs to be undertaken in court preparation. These hearings would include Finding of Fact hearings and contested Care hearings where it is expected that the social worker will give verbal evidence.
  1. Care proceedings – rouitne:1 point is awarded for each child who is in Care proceedings or who has a Full Care Order and awaiting Placement Order hearing. This is in recognition of the fact that casework can be complex and demanding when the Courts are involved. 1 point is awarded per month until proceedings have ended.
  1. Court work – completion of final evidence: 2 points are awarded during the month that the final statement and care plan are written up and filed.
  1. Permanency work: 1 point is awarded during the month that a permanence planning meeting, adoption panel or fostering panel is attended.
  1. Permanency reports: CPR’s for adoption and Form E’s for permanent fostering are complex and lengthy pieces of work. 3 points are awarded per child during the month that these reports are being written up by the worker. 1 point is awarded for the completion of annexe A and B and for an adoption Support plan.
  1. Completing paperwork for placing a child in foster or residential care and making the placement: 2 points are awarded in the month that the child is placed, their PIR completed, LAC review booked and the PEP and health assessment requested. These points are also awarded if a child requires a placement move.
  1. LAC accommodation breakdown: 1 point is awarded when efforts are being made to prevent accommodation breakdown. If a placement ends because carers give notice or there is an enquiry underway then points are not provided under this section but under section 15 ie. placing the child in a new placement.
  1. Visits to child 20 + miles away: 1 point awarded. This is per placement and not per child ie. if three siblings live together and the placement is visited once then only 1 point is awarded
  1. Visit to child 50+ miles away: 2 points awarded for 50 mile travel in one direction; 4 points for 100 miles in one direction and 6 points for 150 miles inn one direction If an overnight stay is required then 6 points should be awarded.
  1. Child who is CP listed initial three months: 2 points are awarded per child when they have been CP listed for less then three months. These points reflect the increased work that is required to ensure effective plans and monitoring are put into place
  1. Child who is CP listed – ongoing: 1 point is awarded per child once a child has had their first review case conference.
  1. Direct work with children: 3 points are to be awarded if structured direct work is being undertaken with a child eg. life story work, moving on work and, in depth wishes and feelings work that is over and above the work undertaken during statutory visits.
  1. Care planning and reviewing: 1 point is awarded when a new LAC or CP plan is being devised and when a Core group meeting, CP case conference and CIN meeting is held. The points awarded include the completion of reports and minutes for these meetings and are awarded per child in the month that they are completed and by the worker who is completing them.
  1. Complex child in need case: Thisis defined as a case where very active work is being undertaken to challenge the need for public care or to avoid a more intrusive child protection intervention (requiring intense engagement by the worker).Points should only be awarded at this level during the period that the situation remains complex.
  1. Private fostering per child: 2 additional points are awarded when a new Private fostering arrangement is made and the worker is completing the PFAR and all paperwork relating to the private fostering arrangement. This only applies for the month that the arrangement is being established. If the private fostering situation is very complex and the child also requires a CIN plan then points should also be awarded under section 22.
  1. Practitioner issues: If a practitioner has a role or commitment that will reduce their available practitioner time, you can use the categories below in the practitioner issues section to take account of this.
  1. Training and workshops including PQ modules
  2. Placement supervision of student – 5 points to be awarded if the worker is both the placement supervisor and assessor; 3 points if placement supervisor only and 2 points if practice assessor only. If the placement is very fragile and the student is failing then 5 points should be awarded to account for the increased workload that the management of this situation brings
  3. Reasonable adjustment – a maximum of 5 points awarded if specific allowance need to be provided for return to work or if the practitioner has a disability (using your knowledge of their situation and taking into account any comments from Occupational Health).
  4. First six months in Walsall – an additional 5 points should be awarded while the worker establishes themselves in Walsall and adjusts to our policies and procedures
  5. Social work who is pre-CP and court trained – 5 additional points awarded if an NQSW is allocated a CP case alone within the first 12 months of their employment in Walsall
  6. and also when they are asked to initiate care proceedings for the first time
  7. Performance Management (PM) related issues are defined as those which have led to a informal and formal HR process being instigated. A points range is available to enable the demands of different stages to be reflected.
  8. Compassionate issues- Managers can exercise discretion here, eg. bereavement, sickness issues that impact on performance, family related issues that impact on performance.

WORKLOAD MANAGEMENT TOOL

Supervisor: / Supervisee:
Date of Supervision: / Date of next supervision:
Workload Area / Set Workload Points / Individual Worker Workload/ Profile / Individual Worker Points
1)Practitioner – Full Time
(or pro rata for workers who are not full time) / 15 points
2) Per child allocated (to include co-worked cases) / 2
3)Duty days / 2 per day
4)Newly allocated (1 point per family for the first month only) / 1
5)Initial Assessment / 1
6)Core Assessment / 3
7) First PLO pre-proceedings meeting / 2
8) Review pre-proceedings meeting / 1
9)Court work – Initiating proceedings (per child) / 5
10)Court work – Contested Hearing (month of hearing) / 2
11)Court work – Routine (per child) / 1
12) Court work – Completion of final evidence for Court (per child) / 2
13) Permanency work:
* Permanence planning meeting
* Adoption panel
* Fostering panel / 1
1
1
1
14)Permanency reports:
* CPR (Child’s Permanency Report)
* Form E
* Annexe A
* Annexe B
* Adoption Support Plans month report
(all per child) / 3
3
1
1
1
15) Completing the paperwork for placing a child in foster or residential care and making the placement
(points per child) / 2
16)Accommodation breakdown
(includes disruption meetings and terminating a placement that ends due to disruption) / 1
17)Child placed 20 + miles (one way) from office base. Points awarded per placement in the month the child is visited / 1
18)Child placed 50+ miles from office base (per 50 miles up to a max of 15o miles in one direction is max of 6 points). This includes overnight visits / 2
19)Child CP listed – Initial 3 months (per child) / 2
20) Child CP listed – Ongoing listing (per child) / 1
21) Completing a structured and in depth piece of direct work is with the child (per child being worked with in the month work is being undertaken) / 3
22) Planning and reviews:
* Competing a new or making significant
amendments to an existing LAC Care plan or
CP Plan as part of the reviewing process
* Completing a PEP where the allocated worker
actually undertakes this
* Competing paperwork for and undertaking a
LAC review, core group meeting, CP case
conference or CIN meeting / 1
1
1
23) Complex Child in Need case / 1
24) Establishing a Private fostering arrangement (per child) / 2
25)Completion of Section 7 report
Attendance at Court Hearing relating to Private
law matters / 2
1
25) Practitioner Issues
a) Training/study day/workshops (1 point per day out of office) / 1
b)Practice teacher/placement supervision
(See guidance) / Local judgement
Max 5*
c)Reasonable adjustment
(See guidance) / Local judgement Max 5 *
d)First 6 months of employment in Walsall in Specialist Services / 5
e)Social Worker Pre-CP trained (per family) / 5
f)Social Worker –initiating first set of care proceedings (per family) / 5
g)Managing employee performance
(See guidance) / Local judgement 5-10*
h)Compassionate issues (See guidance) / Local judgement
5-10*
Total Points