Named Social Worker: Case studies
Calderdale: Storytelling in Calderdale Open
Calderdale are using a graphic depiction technique to gather the stories of multiple individuals to uncover and understand their experiences. This includes young people at a point of transition within the system, those considered to have high levels of need, a number of people being supported at the point of a crisis and some individuals who are within the Assessment and Treatment system. By asking individuals to convey what matters to them, these stories will expose the human picture of the impact that the pilot has had. It will not be a summative view of the Named Social Worker model, instead through an individual’s portrait of their own life we can understand how
Camden: Operationalising outcome frameworks in Camden Open
In Camden it is important that the framework used for measuring the impact of the service is both recognisable and credible across the health and care system. At the moment they are thinking about how to operationalise universal tools such as the Health Equality Framework (HEF) and the Health of the Nation Outcomes Scale for people with Learning Disabilities. Other sites are also considering the Adult Social Care Outcomes Framework. These frameworks cover a wide range of factors (such as Social, Genetic and Biological, Communications, Behaviour, Lifestyle and Service Quality for the HEF), enabling sites to track movement in an individual's outcomes across a wide range of components.
Hertfordshire: Upskilling to Empower Staff in Hertfordshire Open
Hertfordshire’s team are focusing on training to improve the ways in which staff interact with other services and professionals, and help sustain proven good practice by measuring the longer-term impact of preventative, better co-ordinated, multi-disciplinary and flexible social work. Hertfordshire are looking to their own organisation first for training resources, and have found professionals and programmes on asset-based community development, conflict management and positive risk management. They will look externally to bolster skills on legal frameworks, the mental health act, human rights, and about rights-based solutions, citizenship, the criminal justice system, and how to challenge the medical model.
Liverpool: Learning together in Liverpool Open
The Named Social Workers are encouraged and supported to reflect on and understand the impact of their role on individuals. In recognition that the Named Social Worker Model is uncovering core aspects of what makes a good and effective relationship between an individual and their social worker, Liverpool are building team wide learning days into the programme. These sessions will enable all social workers and team leaders to interrogate and understand the nature of that relationship and ‘what good looks like’, so that there is a lasting legacy of the Named Social Worker role with good practice being permeated into all community teams.
Nottingham: Building the capabilities of ‘the system’ to better identify and manage risk in Nottingham Open
Nottingham’s team believe that one of the reasons that individuals are ending up at crisis point before professionals are brought in, is that local services do not have a strong enough understanding of the individuals in their care or the client group as a whole. As such, one of the elements of the Named Social Worker role will be to offer support to local services (in particular providers) in order to build their capabilities through, for example, training and more informal support. They may do this by assigning each NSW to a provider. They hope that this will create clearer communication channels so that individuals who are in difficulty are identified at a much earlier stage and, therefore, offered the support they need as soon as possible.
Sheffield: Multi-Service Collaborative Tools in Sheffield Open
Sheffield’s priority is to quickly shift away from a model which breaks down an individual’s journey into stages and functions, each of which may be allocated to a different social worker specialising in that function. They want to move towards a more consistent, coherent experience with the NSW at its heart. Beyond this, they are seeking to further simplify the experience for individuals by ensuring the NSW builds relationships with the other service partners working with an individual. To understand their success at doing so, the team are developing inclusive, collaborative tools such as interviews and surveys of other professionals involved, and seeking feedback from individuals. This will be designed to be as accessible as possible (for example through phone conversations, written feedback or diaries).