| 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. |
| 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 | ||
| 10 | 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 | ||
© 2007 Homestead Schools, Inc. - Webmaster: Vibhu Bansal