Building a Model and Framework for Child Welfare Supervision

Component 2
A model of supervisory practice that reflects how the
organization views the roles, responsibilities, and
expectations of supervisors and includes up-to-date, written
job descriptions.
A serious, but preventable, obstacle to effective child welfare supervision is the lack of a defined
child welfare supervisory practice model that reflects how the field and the organization view the
supervisory position, including current, specific job descriptions for supervisors. Both the literature
and key informants in the field stress the importance of developing “a coherent model of
supervision, impart[ing] it to staff and rigorously
evaluat[ing] its impact” (Sundet et al. 2003; also The description of my responsibilities is very
Collins-Camargo 2006:83). Our informants
general and includes only a few tasks, such as
frequently reported that their organizations lacked
“Provides direct supervision.” – Supervisor
both this critical resource and clearly stated
expectations and job descriptions for agency
supervisors.
Kadushin and Harkness (2002) emphasize that ongoing stress in being a supervisor “results from
lack of clear definition of the supervisor’s tasks, responsibilities, and authority” (p. 293). A specific,
written description of child welfare supervisors’ responsibilities should be developed (Allnoch
1998; NRCOI 2007; Sundet & Kelly 2007) and used to:
• identify the skill set and other characteristics sought when We have a generalized job
recruiting and hiring/selecting supervisors in order to “get description on the agency
the right people” (Collins 2005);
website, but it is so broad that
• develop a performance appraisal for child welfare
it doesn't address what
supervisors; and
supervisors do. – Administrator
• assist supervisors in evaluating their own needs for training
and professional development and identifying issues for
their own supervision.
Without explicit written information about supervisors’ role, functions, responsibilities and
expectations, the agency cannot recruit and select appropriate applicants for supervisory positions.
As Kadushin and Harkness note, “The skills of managing are different from the skills of doing”
(2002: 283). Clarity about responsibilities and expectations allows potential applicants and those
selecting child welfare supervisory personnel to identify and evaluate the fit between a person’s
knowledge, skills, and attitudes and a specific supervisory position. The written description of a
child welfare supervisor’s role, responsibilities, and expectations also helps supervisors identify
their own training and supervision needs.
A written job description for supervisors
Often the way staff is obtained is sort of like Russian
should focus equally on the three main
roulette, not about matching the needs and strengths of
supervisory functions defined by
Kadushin—administrative, educational, the workers with the needs, capability, and style of a
and supportive supervision. A sample job supervisor. – Supervisor
description is provided in Appendix D.
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