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Supervising Child Protective Services Caseworkers

Learning Objectives

  1. Discuss the nature of C.P.S. supervision.
  2. Explain the key tasks, common experiences, and issues involved in making the transition from caseworker to supervisor.
  3. Summarize the main factors, such as team development and worker safety, that build the foundation for effective C.P.S. unit performance.
  4. Assess how supervisors can have a positive impact on staff development and performance.
  5. Describe the impact of supervisory feedback and performance recognition on caseworkers within the C.P.S. unit.
  6. Discuss how supervisors can use information management systems to monitor performance and track data.
  7. Describe the multilayered process of clinical supervision and the supervisor’s role and responsibilities in this process.
  8. Identify strategies that promote recruitment and retention of an experienced and well-trained workforce.
  9. Explain the supervisor’s role as a mid-level manager interacting with both caseworkers and administrators.
  10. Apply methods for promoting a positive work environment through guidance, support and training.

Course Contents

  • PREFACE
  • ACKNOWLEDGMENTS
    1. PURPOSE AND OVERVIEW
    2. THE NATURE OF CHILD PROTECTIVE SERVICES SUPERVISION
      • Building and Maintaining the Foundation for Unit Functioning
      • Developing and Maintaining Individual Staff Capacity
      • Developing an Effective Relationship with Upper Management
      • The Components of Supervisory Effectiveness
      • Supportive Supervisory Practices
    3. MAKING THE TRANSITION FROM CASEWORKER TO SUPERVISOR
      • Issues Related to Making the Transition to Supervisor
      • Critical First Steps
    4. BUILDING THE FOUNDATION FOR EFFECTIVE UNIT PERFORMANCE
      • Creating and Communicating a Vision for the Unit
      • Establishing a Positive Work Climate
      • Creating the Structure for the Successful Operation of the Unit
      • Developing an Effective Work Team
      • Worker Safety
      • Relationships with the Public and the Media
      • Protecting the Agency Against Liability
    5. BUILDING STAFF CAPACITY AND ACHIEVING QUALITY PERFORMANCE
      • Performance Expectations and Standards
      • Stages of Caseworker Development
      • Orientation
      • Methods for Building Staff Capacity
      • Dealing with Performance Problems
      • Dealing with Caseworker Resistance
    6. BUILDING STAFF CAPACITY AND ACHIEVING QUALITY PERFORMANCE
      • Types of Feedback
      • Criteria for Effective Feedback
      • Conditions for Effective Feedback
      • Supervisory Effectiveness in Providing Feedback
      • Recognizing Performance
    7. RESULTS-ORIENTED MANAGEMENT
      • Levels and Purposes for Monitoring
      • Creating Methods to Track Data
      • Creating Systems for Organizing and Tracking Data
      • Monitoring the Qualitative Aspects of Casework Practice
    8. CLINICAL SUPERVISION
      • Group Supervision
      • Individual Supervision
      • Building Self-awareness
      • Case Consultation
    9. RECRUITMENT AND RETENTION
      • Recruiting a Competent Workforce
      • Secondary Trauma, Compassion Fatigue, and Burnout
      • Lack of Job Satisfaction
      • Promoting Staff Retention
    10. MANAGING FROM THE MIDDLE
      • Communicating Policies, Procedures, and Directives Effectively
      • Managing Up to Be Effective on the Job
    1. MANAGING FROM THE MIDDLE
      • Training
      • Stress Management
      • Time Management
      • Conclusion
  • ENDNOTES
  • APPENDIX A—GLOSSARY OF TERMS
  • APPENDIX B—RESOURCE LISTINGS OF SELECTED NATIONAL ORGANIZATIONS CONCERNED WITH CHILD MALTREATMENT
  • APPENDIX C—STATE TOLL-FREE TELEPHONE NUMBERS FOR REPORTING CHILD ABUSE
  • APPENDIX D—AN OVERVIEW OF THE CHILD PROTECTION PROCESS
  • APPENDIX E—THE NATIONAL ASSOCIATION OF SOCIAL WORKERS CODE OF ETHICS
  • APPENDIX F—THE CHILD PROTECTION PYRAMID