View West Yorkshire SCB Procedures Manual View West Yorkshire SCB Procedures Manual

1.6.6 Roles, Responsibilities and Decision Making Hierarchy

SCOPE OF THIS CHAPTER

This chapter summarises key roles and decision making responsibilities for Children’s Social Care staff in Calderdale.

AMENDMENT

The information in this chapter was reviewed locally and updated in June 2015 to reflect local practice.


Contents

  1. Introduction
  2. Head of Early Intervention and Safeguarding
  3. Service Manager
  4. Team Manager
  5. Practice Manager


1. Introduction

This document outlines key role and decision making responsibilities for Children’s Social Care. From time to time, these may be delegated to managers at the tier below, depending on the needs of the service. Also, it may sometimes be necessary for managers to take on additional responsibilities in response to changing needs.


2. Head of Early Intervention and Safeguarding

  • Emergency approval of placements with Connected Persons;
  • Agency decision maker for Adoption Panel;
  • Referring cases for consideration to Calderdale Safeguarding Children Board.

Decisions should be quality assured by the DCS, as necessary.


3. Service Manager

  • Initiating Care Proceedings in a planned way (via Gateway Panel and Public Law Outline);
  • Agency decision maker for Fostering Panel;
  • Access to and deployment of resources outside of Gateway Panel, including accommodation of children and young people in emergency situations, i.e. outside of office hours;
  • Overseeing cases which may have a significant impact to the department, i.e. serious incidents;
  • Agreeing placements with parents in accordance with regulations;
  • Financial approvals in line with the job descriptions;
  • Permissions to children in our care in respect of:
    • Medical treatment - planned and emergency;
    • Travelling abroad;
    • Marrying;
    • Joining the armed forces.

Decisions should be quality assured by Heads of Service, as necessary.


4. Team Manager

  • Managing and leading relationships with other agencies in the locality or specialist locality.
  • Allocation of work within the team - Child and Family Single Assessments, Section 47 Enquiries, child in need/child protection/Children Looked After cases, Placement Request Forms etc;
  • Approval of Section 17 expenditure;
  • Decisions to convene or not convene a Child Protection Conference when a Section 47 Enquiry is substantiated;
  • Case closure and transfer;
  • Financial approvals in line with the job description;
  • Provide leadership for the team in respect of vision, strategy and practice;
  • Provide management oversight of complex cases and have knowledge of all children subject to proceedings;
  • Responsible for overall performance of team and lead on performance management;
  • Auditing the quality of work produced by the team as part of quality assurance role. This may include participation in service-wide audit processes or sampling of specific areas of work;
  • Produce risk management strategies where there is concern about high risk households, including risks to staff;
  • Take a key role in ensuring no drift in cases;
  • Investigate and attempt to resolve Stage 1 complaints;
  • Ensure service plans and those for individual children are outcome focused;
  • Sign off key plans, conference recommendations and court reports, Gateway reports, prospective adopter reports and transfer reports;
  • Chairing of Public Law Outline meetings;
  • Observations of practice;
  • Supervise Practice Manager at least once a month;
  • Lead on human resource, performance and capability issues in team;
  • Management and supervision of other professionals where local agreements are in place;
  • Mentoring and support for NQSWs.

Decisions should be quality assured by Service Managers, as necessary.


5. Practice Manager

  • Allocation of work within the team - Child and Family Single Assessments, Section 47 enquiries, Child in Need/Child Protection/Children Looked After/fostering/adoption cases;
  • Progression of contacts to referrals;
  • Progression of referrals to Child and Family Single Assessments;
  • Allocation of Child and Family Single Assessments;
  • Decisions to convene or not convene a Strategy Discussion or meeting;
  • Initiation of a Section 47 enquiry;
  • Commissioning internal resources;
  • Financial approvals in line with the job description;
  • Supervise team of social workers on their cases and practice at least monthly. Also, to provide informal supervision, as necessary;
  • Chair key case meetings and undertake selected joint visits as agreed;
  • Give day to day direction to Social Workers, as required;
  • Day to day performance management of staff in respect of outstanding tasks;
  • Ensure deadlines are met on cases;
  • Oversee and monitor quality of work produced and ensure practice standards are adhered to;
  • Allocation of cases and tasks - in consultation with Team Manager i.e. if worker off sick;
  • Undertake Section 47 Strategy Discussions / Meetings;
  • Auditing the quality of work produced by the team. This may include participation in service-wide audit processes or sampling of specific areas of work;
  • Observations of practice;
  • Deputise for Team Manager as delegated by him/her;
  • Management and supervision of other professionals where local agreements are in place.

Decisions should be quality assured by Team Managers, as necessary.

End