THE SOCIETY OF REHABILITATION AND CRIME PREVENTION,
HONG KONG
SERVICE HANDBOOK
FOR
SOCIAL SERVICE CENTRE SERVICE
Revised Edition 1 August, 2012
1
I / Introduction / 1Description of Service / 1
Service Objectives / 2
Service Criteria / 2 - 3
Roles and Responsibilities of Professional Staff / 3- 12
Procedures of Reception and Intake of Clients / 13 - 15
Post Intake Duties / 15- 16
A Case File / 16
Procedures in Dealing with Different Types of
Problems:
- Accommodation
- Financial/Material Relief
- Employment
- Ill Health/physical Handicap
- Social Adjustment
- Substance Abuse
- Behavioural Problem
- Family Problem
- Mental Illness/Mental Retardation
- Psychological Problem
- Emotional Problem
Closing of Cases / 23 - 24
Transfer of Cases / 24- 25
Referral Procedures / 25
Case Activities / 25-28
Guideline for Handling Outdoor Activities / 28 – 29
Guidelines for Handling Client's Money and
Property / 29 - 30
Guidelines for Social Workers Dealing with
Legal Matters / 30- 31
Guidelines for Hostel Search / 31 - 32
Confidential Principle / 32 - 33
Review of Guideline / 33
Forms commonly Used / 33 -34
Social Service Centre Service
- INTRODUCTION
The Society operates 6social service centres where professional social work is provided to clients and their families. Each social service centre is headed by a Regional Manager of SWO grade while the unit is overseen by aCentre Supervisor (Administration)and Centre Supervisor (Clinical Supervision) of SSW/SWIgrade. Thoseabove incumbents have to perform administrative and supervisory functions. Casework and related services are provided by registered social workers of SWI/SWII/SWIIIgrade. In general, the centres so established are for the purpose of providing
1)Counselling service to help service users enhance their self-confidence and problem solving abilities to cope with their financial, employment, familial, social, psychological, emotional, behavioural and drug abuse problems, with a view to assisting them to integrate into the community and lead a law-abiding and independent life.
2)Crime prevention programmes.
3)Such other projects that may further the objectives of the Society.
- DESCRIPTION OF SERVICE
1)Clients are engaged directly in the rehabilitation process to determine their own goals and to decide the steps in achieving them. The major role of asocial worker in this process is to help client develop his/her potentialskills and social support through the use of tailor-made casework/group work strategies and community resources.
2)When clients are in need of special services such as hostel accommodation, recreation, sheltered workshop placement, legal advice, compassionate rehousing, psychological/psychiatric and drug treatment, social workers will refer them to other appropriate service units of the Society or Government Departments and Non-governmental Organizations for such services.
3)In addition, cash assistance and material aid of various kinds are provided to meet the immediate needs of clients,especially for those who are newly discharged from correctional institutions.
- SERVICEOBJECTIVES
1)To help clients identify and solve their presenting and underlying problems arising from or having connection withtheir status and experience as ex-offenders.
2)To help clients enhance their problem-solving abilities and self-efficacy to cope with their financial, employment, familial, social, psychological, emotional, behavioural and drug abuse problems, with a view to assist them re-integrate into the community and to lead a law-abiding and independent life.
3)To help clients lead a decent lifestyle by disengaging them from undesirable habits and/or criminal activities.
- SERVICE CRITERIA
- Eligibility for Service
To be eligible for the Society's service, a person should satisfy the following conditions:
(a)be a resident of the HKSAR and
(b)has been convicted in Hong Kong or elsewhere or
(c)has been released from prisons in Hong Kong or elsewhere
- Marginal and Ineligible Cases
2.1If a person's offender status during the intake stage cannot be confirmed, the intake worker should request the potential client either to (i) approach the Criminal Conviction Data Office, Hong Kong Police Force to obtain his/her conviction record for immediate service, or (ii) sign the Society's Form S45A for retrieving his/her jail records from the Correctional Services Department, or (iii) approach the Headquarters of the Department directly for imprisonment record. In the latter two cases, the potential client has to wait for a considerable period before any service would be provided. Meanwhile, instant service may be rendered depending on the following situations:-
(a) the urgency of the problem(s);
(b)whether the intake worker is convinced, to a reasonable extent, that thepotential client bears an offender status; and
(c) at the Regional Manager’s discretion.
2.2 The potential client can be referred to other agencies for emergency service.
2.3Under no circumstances should an intake worker try to phone up the respective institutions for obtaining the conviction information of the potential client. Incase of the need for immediate check, the intake worker should invite the PRP worker of the institution concerned to perform the task.
2.4 The Society may reserve the right NOT to provide any service if:
(a) a person with a dubious status rejects to undergo any of the procedures stipulated in 2.1 (i) (ii) (iii); or
(b) a client refuses to sign the form on terms and conditions governing our
serviceprovision(S37).
Under these conditions, advice from the Supervisor/RegionalManager should be sought.
2.5 Once a person is found to be ineligible for our service, he/ she should be directed to other relevant agencies for assistance.
- ROLES AND RESPONSIBILITIES OF PROFESSIONAL STAFF
- Staff Structure of a Social Service Centre
The staff establishment within a Social Service Centreconsists of:
-Regional Manager (SWO);
- Centre Supervisor (Administration) (SSW/SWI)
- Centre Supervisor (Clinical Supervision)(SSW/SWI);
-Social Workers (SWI/SWII/SWIII);
-Clerical Officer;
- Office Assistant;
-Programme Assistant
Except the Clerical Officer, the Office Assistant and the Programme Assistant, all other staffs are regarded as professional social workers whose job responsibilities are to provide direct service to our clients.
- Role and Tasks of Professional Staff of a Social Service Centre
2.1Regional Manager
2.1.1Reporting to the Chief Executive, the major roles and responsibilities of a Regional Manager are:
(a)To supervise and maintain the quality of service rendered by the staff of the centre.The overall role of the Regional Manager is to ensure that professional social work service is delivered in accordance with the plans and policies of the Society to achieve the rehabilitation of clients under the given resources.
(b) To help social workers in their professional growth apart from administrative and managerial duties, the vital role of the Regional Manager is to give supervision, support, and guidance to social workers, to promote their professional practice along the direction of the Mission Statement of the Society and to enhance their skills and techniques in counselling and interviewing in order to achieve the Society's ultimate goal of social rehabilitation for ex-offenders, in crime prevention and reducing recidivism.
(c)To liaise with Government Departments and Non-governmental Organizations in order to achieve a better working relationship and coordination of service.
(d)To undertakeany other duties as assigned by his/her supervisor.
2.1.2 Essential tasks required of Regional Manager (In view of the existence of different settings, the Regional Manager and the Supervisor can come into compromise in the division of labour).
(a)To schedule supervision with subordinate staffs
Supervision for social workers will usually include orientation for newly recruited social workers and direct/indirect individual supervision. Direct supervision will be conducted mainly through individual discussion, centre meetings and other specially arranged occasions. Indirect supervision would be carried out on a day-to-day basis when social workers come across special problems at work and ask for instructions and advice. Regular supervision with individual social workers has to be carried out once a quarter.
(b)To consider and approve cash and other assistance to clients on aday-to-day basis.
(c)To review case files
Regional Manager should make sure all files submitted by socialworkers for review/ information/ advice be returned not later than 3 working days from date of submission. After going over the files, he/ she should give comments or instructions as appropriate.
(d)To give assignments to social workers
Regional Manager should assign social workers to perform different duties such as PRP service and hostel social work, according to their experience, workload, learning opportunity of the task, personal interest and abilities, gender and age characteristics, etc. He/She should assess the requirements of such duties and discuss the work plan with social workers to be assigned to perform the tasks. Important factors to be considered in making assignments include:
Service requirements
Client's benefit
Fairness
Individual attributes/ qualities of staff
(e)To ensure reasonably adequate attention to all clients
Regional Manageris required to discuss with social workers periodically concerning thewellbeing of clients in the sense that their needs and problems are appropriately handled and that treatment plans are in order. He/She should also keeptrack of case development from time to time and in particular, to ensure that no service negligence will occur and no clients' problems are overlooked.
(f)To prepare and utilize reports for statistical and Management purposes
Regional Manager should prepare financial, Monthlyand Quarterly Reports to be submitted to the Research Development Officer punctually under the assistance of their staff. Meanwhile, he/ she should ensure accuracy of the figures and utilize the collected data to make meaningful analysis for service planning.
(g) To plan and implement staff development programmes
(i)Regional Manager should arrange staffdevelopmentprogrammes such as sharing sessions and case conferences for social workers to discuss specific cases and/or topics in order to share ideas and experience among them, and to seek solution to clients' problems.
(ii)Regional Manager should also conduct other staff developmentand training programmes for the sake of morale and improvement of service quality.
(h)To evaluate staff performance
(i)Regional Manager should observe the general performance ofstaff on a day-to-day basis such as their interpersonal relationships, punctuality,intelligence,responsiveness,assertiveness,productivity, leadership, creativity, perceivingpower and sense of responsibility. He/She should take notice of the progress of all his/her subordinates from time to time for future staff appraisal.
(ii)Regional Manager should prepare the Annual Staff Evaluation Report timely and submit to the senior staff of the Central Administration for respective comments before presenting to the Staff and Welfare Committee for final endorsement. For staff under probation, a written quarterly evaluation report should also be completed by the Supervisor/Unit-in-charge concerned.
(i) To participate in relevant meetings/special programmes
(i)Regional Manger is required to attend internal meetings of the Society, including the Agency Management Meeting, Senior Supervision Meeting, Monthly meeting of hostels concerned and other meetings as and when required. In attending these meetings, he/ she is expected to participate actively and to make contributions to enhance the Society's service. Thereafter, he/she has to carry out plans or decisions resolved in the meetings promptly.
(ii)Regional Manager should represent the Society to attend external meetings relevant to the scope of services at neighbourhood,inter-agency,community-based, territory-wide or even regional levels.
(iii)Participation in special projects/programmes of the Society
Regional Manager should also take the initiative to organize or participate in special projects/programmes of the Society such as staff orientation and training, reception and briefing of visitors, and working groups for specific service.
(j)To maintain systematic records of inventory items, perform overall stock taking once a year, and to promptly replace or purchase new items of furniture and equipment when it is necessary.
(k) To handle staff grievance and complaint from clients, if any,and tomake reports to senior staff accordingly.
(I) To carry out decisions and instructions efficiently as directed by senior staff of the Society.
2.2Centre Supervisor (Administration)(In view of the existence of different settings, the Regional Manager and the Supervisor can come into compromise in the division of labour)
2.2.1 The function of setting up the Centre Supervisor(Administration)is to strengthen and supplement the supervisory, management and developmental role of the Regional Manager so as to achieve maximum use of staff resources and optimum service output. In addition, the main role of the Supervisor is to control the daily operations of the centre
2.2.2Apart from the normal duty as asocial worker in the centre, the Centre Supervisor (Administration) is expected to:
(a) Fulfil the administrative requirements
The Regional Manager should oversee and maintain proper records of accounting, stocks, inventory and equipment and general cleanliness of his/her centre. A Supervisor should also produce statistical and other reports according to requirements. In case improvement is required, the Supervisor should take the initiative to put up recommendations for new purchases/replacement and to prepare documents for funding application.
(b) Be on emergencycall pertaining to clients' matters
While the Social Service Centreoperates mainly through normal office hours, there may be circumstances that require the decision and action of professional staff after the opening hours of the centre. Under such situation, the Supervisor should be prepared to perform urgent duties with or without the assistance of other staff.
(c) Take up to the role as a senior practitioner
While the Supervisor usually does not engage in direct service to clients, there may be special circumstances that require his/her direct intervention, such as insufficient manpower available at the centre/ service unit, difficult cases to be handled, and the take up of cases from an outgoing worker before the incoming worker reports for duty.
(d) Take over thesupervisory and management responsibilities of theCentre in the absence of the Regional Manager.
(i)Assist the Regional Manager in planning and coordinating staff development activities within the centre as and when need arises.
(ii)Assist the Regional Manager in coordinating student fieldwork placements and briefing visitors from other organizations.
(iii)Assist the Regional Manager in the orientation of new recruits.
(iv)Assist the Regional Manager in reviewing management procedures and daily practice with a view to make improvements.
(v)On behalf of the Regional Manager to attend district level service meetings as and when necessary.
(vi)Share any other dutiesand responsibilities of the Regional Manger as and when necessary.
(vii)To prepare duty roster for social workers within the centre.
(viii)To peruse allthe intake summary submitted by the respective intake workers and assign to suitable workers for follow-up action within two working days from the date of intake.
2.2.3 The Centre Supervisor(Administration) is a functionalappointment within a Social Service Centre, and is subject to situational and administrative requirement. While the Society fully recognizes the extra commitment and time spent on the added responsibilities, the allowance in terms of deduction of workload will be considered and worked outwith the Regional Manager concerned on individual basis.
2.3Centre Supervisor (Clinical Supervision)
2.3.1 The function of setting up the Centre Supervisor (Clinical Supervision)is to foster professional development for ensuring client’s welfare. It is a collaborationbetween the Centre Supervisor (Clinical Supervision) and social workers (Supervisees) to consolidate experience and improve service quality.
2.3.2 To prepare for the implementation of clinical supervision in social service centres, one social worker in each social service centre is appointed to be Centre Supervisor (Clinical Supervision). He/She develops no hierarchical or line relationship with their supervisees.
2.3.3The implementation of clinical supervision system has two basic components: case conference and individual clinical supervision session.
(a.)Case Conference – Each social service centre is required to conduct one case conference in every two months. One social worker will present a case and the Centre Supervisor (Clinical Supervision) will be the convener facilitating discussion. The social worker should submit a case summary (no preset format to allow more flexibility) to the Centre Supervisorone week before the case conference. The Centre Supervisor should then arrange a meeting with the social worker discussing details of the case presentation. To allow sufficient time for sharing and discussion, each case conference should last no less than 1.5 hours in which no more than 30 minutes are used for case presentation. The presenting social worker will also be the recorder and the minutes should reach the Centre Supervisor by two weeks after the case conference.
(b).Individual Clinical Supervision Session – Centre supervisor (Clinical Supervision) will conduct individual clinical supervision session with all social workers of the respective social service centre except the Centre Supervisor (Administration). For social workers with less than 5 years of service in the Society, at least one session is required for every 3 months. For those who have served the Society for 5 years or more, at least one session is required for every 6 months. The exact frequency, format and content depend on the learning style and needs of individual social workers as well as the theoretical inclination and supervisory style of the clinical supervisor. However, one week before the session, the social worker should submit at least one case file to the Centre Supervisor for discussion in the session. No more than one week after the session the clinical supervisor should complete the clinical supervision record.
2.4Social Workers
2.4.1The overall role of social workers is to provide professional social work services which include casework intervention, group work and other activities, where appropriate, to discharged prisoners or ex-offenders with the aims to help them understand and identify their problems. Through the intervention, socialworkers should help clients make use of their resources in coping with their problems, to acquire socially acceptable norms and behaviour, and ultimately, to be law-abiding citizens.
2.4.2 Responsibilities of social workers are:
(a)To provide counselling and after-care services to individuals and families, with follow-up interviews, visits and other necessary activities to implement the treatment plans for their social rehabilitation.