Analysis of Fishbone exercise This was a useful exercise that prompted significant discussion and analysis from the professional and the strategic group. There was clear agreement about the expectations from specific tasks and duties, i.e., responding to external pressures, an increasing governance agenda, significant increase in Safeguarding responsibilities and engagement with support services. There was agreement that neither group had captured the day to day pressures a First Line Managers addresses and constancy of being available to staff for advice, guidance, risk and emergencies it does, however, produce a useful visual guide to task and role. The results of exercises undertaken were mapped against the following managerial functions of planning, leadership, organising and controlling PLANNING LEADERSHIP Planned information Supervision Unplanned information, i.e. themes, Supporting/Contributing to social workers CSE, Adult Abuse professional development Targets Working groups Codes of practice Allocation of cases Community Development Integrated care/multi-disciplinary Representing the organisation Demonstrating leadership Identifying best practice/outcomes Professional progression Research Team meetings Operational involvement in promoting Supporting the team strategic development/policy direction Team management/maintenance i.e. TYC/SW Strategy Advocate to senior manager ORGANISING CONTROLLING Out of Hours Quality assurance Representing professional and PFA’s value base Complaints Staff wellbeing/welfare Risk management/risk registers Promote professional competence Statistical requirements Promoting social work in the Assurance-corporate and operationally organisation Serious adverse incidents
Analysis of Fishbone exercise This was a useful exercise that prompted significant discussion and analysis from the professional and the strategic group. There was clear agreement about the expectations from specific tasks and duties, i.e., responding to external pressures, an increasing governance agenda, significant increase in Safeguarding responsibilities and engagement with support services. There was agreement that neither group had captured the day to day pressures a First Line Managers addresses and constancy of being available to staff for advice, guidance, risk and emergencies it does, however, produce a useful visual guide to task and role. The results of exercises undertaken were mapped against the following managerial functions of planning, leadership, organising and controlling PLANNING Planned information Unplanned information, i.e. themes, CSE, Adult Abuse Targets Codes of practice Community Development Representing the organisation Identifying best practice/outcomes Research Operational involvement in promoting strategic development/policy direction i.e. TYC/SW Strategy LEADERSHIP Supervision Supporting/Contributing to social workers professional development Working groups Allocation of cases Integrated care/multi-disciplinary Demonstrating leadership Professional progression Team meetings Supporting the team Team management/maintenance Advocate to senior manager ORGANISING Out of Hours Representing professional and base Staff wellbeing/welfare Promote professional competence Promoting social work in the organisation CONTROLLING Quality assurance PFA’s Complaints Risk management/risk registers Statistical requirements Assurance-corporate and operationally Serious adverse incidents value