Positive Indicators of Progression To Competence Negative Indicators of Progression to Competence Is able to identify the need for legal and Is unable to demonstrate informed practice which procedural intervention is underpinned by theory and knowledge Recognises the impact change may have for Does not develop sufficient specialist knowledge people and supports them through this of service user group or agency remit Can develop a care plan in conjunction with Does not show ability to agree objectives for work service users and relevant others where and then plan work to meet the agreed outcomes appropriate, acknowledging and addressing Lacks knowledge and understanding of the conflicts and demonstrating ability to negotiate power and authority inherent in the social work resolution role and fails to take steps to redress the Can revise a plan in response to changing imbalance circumstances Lacks ability to develop and maintain on-going relationships with service users, colleagues, Can move from assessment and planning to other professionals and agencies intervention, demonstrating informed practice Lacks ability to monitor and review work Can provide a rationale for the chosen method regularly with all relevant others therefore has of intervention and explain the intervention to no knowledge or understanding of the relevant parties effectiveness of work being undertaken Can sustain work with service users and others Time management is an on-going concern which manifests in an inability to prioritise work over time as appropriate and respond effectively. Deadlines are frequently missed or work is continually scheduled
Positive Indicators of Progression To Competence Negative Indicators of Progression to Competence Is able to identify the need for legal and procedural intervention Recognises the impact change may have for people and supports them through this Can develop a care plan in conjunction with service users and relevant others where appropriate, acknowledging and addressing conflicts and demonstrating ability to negotiate resolution Can revise a plan in response to changing circumstances Can move from assessment and planning to intervention, demonstrating informed practice Can provide a rationale for the chosen method of intervention and explain the intervention to relevant parties Can sustain work with service users and others over time as appropriate Is unable to demonstrate informed practice which is underpinned by theory and knowledge Does not develop sufficient specialist knowledge of service user group or agency remit Does not show ability to agree objectives for work and then plan work to meet the agreed outcomes Lacks knowledge and understanding of the power and authority inherent in the social work role and fails to take steps to redress the imbalance Lacks ability to develop and maintain on-going relationships with service users, colleagues, other professionals and agencies Lacks ability to monitor and review work regularly with all relevant others therefore has no knowledge or understanding of the effectiveness of work being undertaken Time management is an on-going concern which manifests in an inability to prioritise work and respond effectively. Deadlines are frequently missed or work is continually scheduled
practice-learning-handbook-aug-15june-16-ni-framework-spec-2014.docx