Team Building
The Team has been through a major re-structure over the last 18 months. This has been an intensely difficult process for all affected, and just over a year since we came into being in our new format, on 5 December 2016, the dust is still settling.
As a Team Leader, I feel battered and bruised, and responsible, but also optimistic for the future. My ability to lead through such a complex process has been, is being, tested, and I have not achieved all the goals set for me or by me during this time. However, I have played a significant part in gaining some small and not so small victories and steps forward, albeit with some compromises thrown in. I am proud of the journey we've travelled so far, and very grateful to be working alongside such resilient, resourceful people, who are minded to lead and support each other, and who are so committed to their clients and to doing a great job.
We look and feel very different from how we started out. Some people have left, unhappy with their increased workload and unconvinced that the structure can achieve its aims. Others have stayed, determined, dedicated, and driven to make it work. Now we are starting to perform, we want to making a big difference in people's lives, and to drive change forward.
Some key moments:-
A meeting with the Chief Social Work Officer in May 2017 - when the team expressed their frustration and anger at staffing shortages, unmanageable workload, and not being heard by line managers and senior management.
The separation of Reablement and the Access Team
The near-collapse and later re-constitution of a new-look clerical team
Our first Team Day in October, when seeds of a new vision were sown
A re-negotiation of the lines of division between Early Intervention and Prevention, and Long Term Complex work carried out by localities.
Recruiting to all unfilled posts in the team.
The different way the team have responded to the challenge of the New Year backlog in 2018 compared with 2017.
As a Team Leader, I feel battered and bruised, and responsible, but also optimistic for the future. My ability to lead through such a complex process has been, is being, tested, and I have not achieved all the goals set for me or by me during this time. However, I have played a significant part in gaining some small and not so small victories and steps forward, albeit with some compromises thrown in. I am proud of the journey we've travelled so far, and very grateful to be working alongside such resilient, resourceful people, who are minded to lead and support each other, and who are so committed to their clients and to doing a great job.
We look and feel very different from how we started out. Some people have left, unhappy with their increased workload and unconvinced that the structure can achieve its aims. Others have stayed, determined, dedicated, and driven to make it work. Now we are starting to perform, we want to making a big difference in people's lives, and to drive change forward.
Some key moments:-
A meeting with the Chief Social Work Officer in May 2017 - when the team expressed their frustration and anger at staffing shortages, unmanageable workload, and not being heard by line managers and senior management.
The separation of Reablement and the Access Team
The near-collapse and later re-constitution of a new-look clerical team
Our first Team Day in October, when seeds of a new vision were sown
A re-negotiation of the lines of division between Early Intervention and Prevention, and Long Term Complex work carried out by localities.
Recruiting to all unfilled posts in the team.
The different way the team have responded to the challenge of the New Year backlog in 2018 compared with 2017.
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