New Article Series - Child Welfare Wisdom

The guest author of Child Welfare Wisdom is a current leader and administrator with over 3 decades of experience in public child welfare. The author will be regularly offering commentary reflecting the wisdom and perspective gained from a long-time passion for and commitment to public child welfare issues.

Any of the opinions expressed within Child Welfare Wisdom do not necessarily represent those of ACTION for Child Protection, Inc. or any of its staff.

May 2005

Supervision

I have long harbored a secret desire to begin one of my musings with a quote in the original foreign language. While you may shake you head at this childish vanity, take comfort in the fact that I can’t remember the words now that the opportunity to use them has arrived. The translation as I remember it is, the more things change the more they remain the same.

I am as convinced now as I was over thirty years ago that supervision is the key to the effective delivery of child welfare services.

I am aware that supervision has been considered a key component of the casework process for eons and that there are many books and articles about its importance. My belief is that the line supervisor is not a key component but the key component.

It is a little difficult to find the right words and I am probably worrying too much about possible reactions to this article so bear with me. Let’s just say that our dreams came true and we had enough staff, empirically validated decision making models, lots of money to purchase needed services and anything else you can imagine. If the line supervision is not first rate all the resources in the world won’t compensate for the lack of effective leadership.

If asked, I would recommend that the head of every public child welfare agency analyze their agency’s approach to supervision and make sure that the following issues were addressed.

First, there should be an ongoing program or process to identify and develop potential supervisors. Two characteristics that candidates must possess are the ability to engage in critical thinking and a commitment to the values of child welfare. It is our values that drive our practice.

Second, the responsibilities for supervisors should be stripped of as many non-casework requirements as possible. As far as I am aware, no child fatality resulted from a supervisor failing to accurately review an expense account or check the sign in, sign out sheet. Most of the lapses in practice that make the headlines are the result of a lack of rigorous case oversight.

Third, there should be a specific training program for supervisors on how to supervise. It is important to know and understand agency policy and the current statutes but this is not sufficient for supervisors. We expect them to help staff make the transition from trainee to practitioner and this requires specific skills and training.

Fourth, there should be a mentoring program for supervisors. We expect supervisors to mentor their staff but who supports and mentors supervisors? If you have been supported while you learned your job then you can support others in turn.

Lastly, the importance of supervision and the characteristics and expectations of supervisors must be promulgated throughout the agency and enforced. If you don’t enforce the standards then administrators will continue to choose super workers to be supervisors. Or, administrators will continue to select persons who agree with them and don’t make waves. Docility and upholding the company line are not going to assure safety, permanency and well being.

Supervisors are caught between the need to nurture and support their staff and the demands and expectations of the administration for good practice. This is an impossible position. We need to acknowledge the unique position of the supervisor and help those who fill it.