Roles and Responsibilities of a care team

Transcription

1 FACT SHEET: TEAMWORK Roles and Responsibilities of a care team Caregivers work with several social workers who have distinct roles and functions. The main two are the social worker for the child/young person, and the caregiver social worker. It is important that caregivers and social workers communicate regularly and work together for the best interest of the child/young person. The table below shows the roles and responsibilities of each member of the care team. Role Child, Youth and Family social workers Child, Youth and Family caregiver social workers Responsibilities prepare the child/young person and caregivers for the placement. provide care plans with relevant information about the child/young person at the time of their placement. visit the child/young person and their caregiver on a regular basis. include the caregiver in the consultation process, where relevant. assist caregivers with financial matters needed to support the placement. communicate openly and respectfully and share relevant information with caregivers. liaise with the caregiver Social Worker regarding the caregiver's needs. make appropriate referrals for the child/young person regarding education, health assessments, counselling, or other relevant specialists. ensure that the care plan is adhered to, and reviewed to make changes as needed. effect the plans for the child/young person approved by the Court. sensitively prepare the child/young person and the caregiver for the termination of the placement when needed. recruit and assess new caregivers. liaise with Social Workers about placements. offer placements that match the child/young person s needs wherever possible. maintain a pool of caregivers to be available to care for children/young people and liaise with and support these caregivers. link caregivers to other support and agencies if appropriate. record information appropriately. liaise with and support caregivers. review caregivers annually. provide training and assist the caregiver to attend training Carer provide safe and nurturing care for the child/young person. promote the child/young person s safety and well being. guide and support the child/young person, appropriate to their developmental age. encourage the child/young person in education, sport and recreational interests. provide and maintain a safe and healthy environment for the child/young person including complying with safety standards. accept the child/young person s rights to have contact with their wider family where appropriate. discuss any concerns about the child/young person with their social worker. share information with the social worker to assist with the assessment and planning to meet the needs of the child/young person. use allowances and reimbursements from Child, Youth and Family appropriately to meet the needs of the child/young person (for example use the clothing allowance to appropriately clothe

2 the child/young person). assist the social worker and family with the review and update of the child/young person s plan. support the child/young person s plan, especially any actions you have agreed to as their caregiver. keep appointments for the child/young person. be an appropriate role model for the child/young person. maintain confidentiality with third parties about information regarding the child/young person and their family. This means only sharing information with the social worker or people officially involved, such as the child/young person s therapist or lawyer. advise the social worker of any changes in your own circumstances (e.g. change of address or household members). Ten qualities of an effective team player By Marty Brounstein If you were choosing team members for a business team in your organization, who would the best team players be? Assuming that people have the right technical skills for the work to be done, what other factors would you use to select your team members? Teams need strong team players to perform well. But what defines such people? Read on. Demonstrates reliability : You can count on a reliable team member who gets work done and does his fair share to work hard and meet commitments. He or she follows through on assignments. Consistency is key. You can count on him or her to deliver good performance all the time, not just some of the time. Communicates constructively : Teams need people who speak up and express their thoughts and ideas clearly, directly, honestly, and with respect for others and for the work of the team. That's what it means to communicate constructively. Such a team member does not shy away from making a point but makes it in the best way possible in a positive, confident, and respectful manner. Listens actively : Good listeners are essential for teams to function effectively. Teams need team players who can absorb, understand, and consider ideas and points of view from other people without debating and arguing every point. Such a team member also can receive criticism without reacting defensively. Most important, for effective communication and problem solving, team members need the discipline to listen first and speak second so that meaningful dialogue results. Functions as an active participant : Good team players are active participants. They come prepared for team meetings and listen and speak up in discussions. They're fully engaged in the work of the team and do not sit passively on the sidelines. Team members who function as active participants take the initiative to help make things happen, and they volunteer for assignments. Their whole approach is can-do: "What contribution can I make to help the team achieve success?" Shares openly and willingly : Good team players share. They're willing to share information, knowledge, and experience. They take the initiative to keep other team members informed. Much of the communication within teams takes place informally. Beyond discussion at organized meetings, team members need to feel comfortable talking with one another and passing along important news and information day-to-day. Good team players are active in this informal sharing. They keep other team members in the loop with information and expertise that helps get the job done and prevents surprises. Cooperates and pitches in to help: Cooperation is the act of working with others and acting together to accomplish a job. Effective team players work this way by second nature. Good team players, despite differences they may have with other team members concerning style and perspective, figure out ways to

3 work together to solve problems and get work done. They respond to requests for assistance and take the initiative to offer help. Exhibits flexibility : Teams often deal with changing conditions and often create changes themselves. Good team players roll with the punches; they adapt to ever-changing situations. They don't complain or get stressed out because something new is being tried or some new direction is being set. In addition, a flexible team member can consider different points of views and compromise when needed. He or she doesn't hold rigidly to a point of view and argue it to death, especially when the team needs to move forward to make a decision or get something done. Strong team players are firm in their thoughts yet open to what others have to offer flexibility at its best. Shows commitment to the team : Strong team players care about their work, the team, and the team's work. They show up every day with this care and commitment up front. They want to give a good effort, and they want other team members to do the same. Works as a problem-solver : Teams, of course, deal with problems. Sometimes, it appears, that's the whole reason why a team is created to address problems. Good team players are willing to deal with all kinds of problems in a solutions-oriented manner. They're problem-solvers, not problem-dwellers, problemblamers, or problem-avoiders. They don't simply rehash a problem the way problem-dwellers do. They don't look for others to fault, as the blamers do. And they don't put off dealing with issues, the way avoiders do. Team players get problems out in the open for discussion and then collaborate with others to find solutions and form action plans. Treats others in a respectful and supportive manner : Team players treat fellow team members with courtesy and consideration not just some of the time but consistently. In addition, they show understanding and the appropriate support of other team members to help get the job done. They don't place conditions on when they'll provide assistance, when they'll choose to listen, and when they'll share information. Good team players also have a sense of humour and know how to have fun (and all teams can use a bit of both), but they don't have fun at someone else's expense. Quite simply, effective team players deal with other people in a professional manner. Team players who show commitment don't come in any particular style or personality. They don't need to be rah-rah, cheerleader types. In fact, they may even be soft-spoken, but they aren't passive. They care about what the team is doing and they contribute to its success without needing a push. Problem solving model: The circle of concern Step 1: Identify your circle of concern: Your Circle of Concern contains the concerns for which you have mental or emotional involvement, while outside the circle contains all the things for which you have no emotional or mental involvement. Step 2: Identify your circle of influence There are some concerns over which we have control and others over which we have no control at all. To create our Circle of Influence is to separate the things over which we have control from the things we don't have control over. Concerns you have control over, go in the Circle of Influence, and the concerns you have no control over stay in the Circle of Concern outside the Circle of Influence.

4 Now think about where most of your energy is used. Are you spending your time and energy trying to change the things you have no control over? Are you spending your time working on the things you can change? Step 3 and 4: Starting the approach to finding solutions Consider the following questions when starting the search for solutions: What worries / concerns / problems need an immediate solution? What worries / concerns / problems could be attended to at a later stage? What possible solutions could I find? Seven steps to problem-solving In order to correctly solve a problem, it is important to follow a series of steps. Many researchers refer to this as the problem-solving cycle (Sternberg, 2003), which includes developing strategies and organizing knowledge. While this cycle is portrayed sequentially, people rarely follow a rigid series of steps to find a solution. People often skip steps or even go back through steps multiple times until the desired solution is reached. 1. Identifying the Problem: While it may seem like an obvious step, identifying the problem is not always as simple as it sounds. In some cases, people might mistakenly identify the wrong source of a problem, which will make attempts to solve it inefficient or even useless. 2. Defining the Problem: After the problem has been identified, it is important to fully define the problem so that it can be solved. 3. Forming a Strategy: The next step is to develop a strategy to solve the problem. The approach used will vary depending upon the situation and the unique preferences of the individual. 4. Organizing Information: Before coming up with a solution, we need to first organize the available information. What do we know about the problem? What do we not know? The more information that is available, the better prepared we will be to come up with an accurate solution. 5. Allocating Resources: Of course, we don't always have unlimited money, time and other resources to solve a problem. Before you begin to solve a problem, you need to determine how high priority it is. If it is an important problem, it is probably worth allocating more resources to solving it. If, however, it is a fairly unimportant problem, then you do not want to spend too much of your available resources into coming up with a solution. 6. Monitoring Progress: Effective problem-solvers tend to monitor their progress as they work towards a solution. If they are not making good progress toward reaching their goal, they will re-evaluate their approach or look for new strategies. 7. Evaluating the Results: After a solution has been reached, it is important to evaluate the results to determine if it is the best possible solution to the problem. This evaluation might be immediate, such as checking the results of a math problem to ensure the answer is correct, or it can be delayed, such as evaluating the success of a therapy program after several months of treatment. Source: Styles of Communication Every time we speak, we choose and use one of four basic communication styles: assertive, aggressive, passive and passive-aggressive. Assertive Communication : The most effective and healthiest form of communication is the assertive style. It's how we naturally express ourselves when our self-esteem is intact, giving us the confidence to communicate without games and manipulation. When we are being assertive, we work hard to create mutually satisfying solutions. We communicate our needs clearly and forthrightly. We care about the relationship and strive for a win/win situation. We know our limits and refuse to be pushed beyond them just because someone else wants or needs something from us. Surprisingly, assertive is the style most people use least. Aggressive Communication : Aggressive communication always involves manipulation. We may attempt to make people do what we want by inducing guilt (hurt) or by using intimidation and control tactics (anger). Covert or overt, we simply want our needs met and right now! Although there are a few arenas where aggressive behaviour is called for (i.e., sports or war), it will never work in a relationship. Ironically, the more

5 aggressive sports rely heavily on team members and rational coaching strategies. Even war might be avoided if we could learn to be more assertive and negotiate to solve our problems. Passive Communication Passive communication is based on compliance and hopes to avoid confrontation at all costs. In this mode we don't talk much, question even less, and actually do very little. We just don't want to rock the boat. Passives have learned that it is safer not to react and better to disappear than to stand up and be noticed. Passive-Aggressive Communication A combination of styles, passive-aggressive avoids direct confrontation (passive), but attempts to get even through manipulation (aggressive). If you've ever thought about making that certain someone who needs to be "taught a thing or two" suffer (even just a teeny bit), you've stepped pretty close to (if not into) the devious and sneaky world of the passive-aggressive. This style of communication often leads to office politics and rumour-mongering.

6 FACILITATED DISCUSSION SHEET: Facilitator Note 1. The fact sheet can be used as the basis for small group discussions at informal gatherings of carers such as Fostering Kids morning tea gatherings. 2. This discussion sheet contains an overview of the fact sheet, learner outcomes and questions for discussion starters. 3. Ensure that the group note where they may need clarification on any discussion point and who will follow up to find out additional information that will help. Who can they talk to? i.e. caregiver social worker, caregiver trainers. Overview A caregiver is a member of a team made up of all the people who surround the child to provide care, and all the significant people in the child s life. This factsheet provides caregivers with information of the roles and responsibilities of people they are in a team with from Child, Youth and Family. It is very important for this team to function well in order to provide the best for the child/young person in their care. It is important for members of the team to be aware that they can only influence their own contribution to the team. Not managing this may impact on the wider team s function, and can lead to the needs of the child/young person not to be met. To enhance effective teamwork, team members should recognise the importance of problem solving and effective communication. This factsheet will also introduce a problem solving model to issues / concerns that can be used to enhance the carer team. Learner Objective By the end of this facilitated discussion carers will be able to: Identify the roles and responsibilities of each care team member Describe the functioning of an effective team Explain the carer role in promoting effective teamwork Recognise the importance of problem solving skills in enhancing effective teamwork Identify an effective communication Learner Outcomes Carers operate within their roles and responsibilities. Carers participate as part of an effective team. Carers apply a problem solving model to issues / concerns. Carers communicate in an assertive manner. Suggestions for Discussion Starters What are the common purpose / goal of those on the care team? Share a positive story of a time when you felt that the care team were effective and working towards the same purpose / goals? What elements of the team worked well? What were some of the challenges and how did you work through them? In your current care team, what s not working? Consider the following questions: What in general is not working well? What might be going on for your team member that prevents them performing as an ideal team member. What opinions, myths, and misconceptions may the other team members hold about your group s team member that may influence their effectiveness in the team? What are you doing to contribute to your team not working? In your current care team, what is working? Consider the following questions: What us working in your care team at the moment? What do you consider your team members are doing to contribute to this? What are you doing to contribute to this? Using the circle of concern model, ask the participants to reflect on their current care team and discuss the following: What worries/concerns/problems do you have? What is within your circle of influence? What don t you have control over?

7 What worries/concerns/problems are immediate and need a solution quickly? What other concerns need to have solutions? Do any of the solutions require the other members of your team? Is there decision you can make yourself? How will your communicate you worries/concerns/problems with the rest of your team? For further information: Practice Centre: