Should I be a social worker?

Should I be a social worker?

Definitely Yes definitely Especially if you love working with people
and helping people Enthusiastic Strong-minded Someone who listens Passionate Excited about working with people and strong-willed Yeah, you will, there’s many avenues you can
take You can do mental health You can work with children Or you can work with adults Or you could find something really niche The choice is really up to you If you’re interested in the course you will
have some experience that you will be able to shape It’s in a beautiful campus A nice environment to learn We’ve got the skills lab, I think it’s the
best thing Where you get filmed being interviewed in
your first year and then you can watch yourself back with horror but change the way you interview
and the way you assess The amount of support that you receive here,
you can’t receive it anywhere else And there are really good placement opportunities Why would you study anywhere else? On the course you could with voluntary sector
or you could work with local authority The range is quite wide and it’s really fun,
you’d enjoy the experience You will have fun, you’ll work hard Support people And you’ll learn a great deal The Department of Social Work hold regular
events Yeah, lots to do together We have a cafe where everyone likes to go and hang out and just relax before doing some
work The demand for social work is always there Working in child protection Government agencies Charity Hospitals An endless spectrum I hope so, and I know that I will
It’s something that brought me into the course A huge difference in someone’s life, even
if it’s just calling them and making sure that they’re okay And seeing that growth in someone is very special and it gives you that motivation to keep going That’s really important as a social worker


2 thoughts on “Should I be a social worker?”

  • save are internet Eu_13 says:

    I want to tell you three stories
    about the power of relationships
    to solve the deep and complex social problems of this century.
    You know, sometimes it seems like all these problems
    of poverty, inequality, ill health, unemployment, violence, addiction —
    they're right there in one person's life.
    So I want to tell you about someone like this that I know.
    I'm going to call her Ella.
    Ella lives in a British city on a run down estate.
    The shops are closed, the pub's gone,
    the playground's pretty desolate and never used,
    and inside Ella's house, the tension is palpable
    and the noise levels are deafening.
    The TV's on at full volume.
    One of her sons is fighting with one of her daughters.
    Another son, Ryan, is keeping up this constant stream of abuse from the kitchen,
    and the dogs are locked behind the bedroom door and straining.
    Ella is stuck.
    She has lived with crisis for 40 years.
    She knows nothing else, and she knows no way out.
    She's had a whole series of abusive partners,
    and, tragically, one of her children has been taken into care by social services.
    The three children that still live with her
    suffer from a whole range of problems, and none of them are in education.
    And Ella says to me that she is repeating the cycle
    of her own mother's life before her.
    But when I met Ella, there were 73 different services
    on offer for her and her family in the city where she lives,
    73 different services run out of 24 departments in one city,
    and Ella and her partners and her children were known to most of them.
    They think nothing of calling social services
    to try and mediate one of the many arguments that broke out.
    And the family home was visited on a regular basis by social workers,
    youth workers, a health officer, a housing officer, a home tutor
    and the local policemen.
    And the governments say that there are 100,000 families
    in Britain today like Ella's,
    struggling to break the cycle of economic, social and environmental deprivation.
    And they also say that managing this problem
    costs a quarter of a million pounds per family per year
    and yet nothing changes.
    None of these well-meaning visitors are making a difference.
    This is a chart we made in the same city with another family like Ella's.
    This shows 30 years of intervention in that family's life.
    And just as with Ella, not one of these interventions is part of an overall plan.
    There's no end goal in sight.
    None of the interventions are dealing with the underlying issues.
    These are just containment measures, ways of managing a problem.
    One of the policemen says to me,
    "Look, I just deliver the message and then I leave."
    So, I've spent time living with families like Ella's
    in different parts of the world,
    because I want to know: what can we learn
    from places where our social institutions just aren't working?
    I want to know what it feels like to live in Ella's family.
    I want to know what's going on and what we can do differently.
    Well, the first thing I learned is that cost is a really slippery concept.
    Because when the government says that a family like Ella's
    costs a quarter of a million pounds a year to manage,
    what it really means
    is that this system costs a quarter of a million pounds a year.
    Because not one penny of this money actually touches Ella's family
    in a way that makes a difference.
    Instead, the system is just like this costly gyroscope
    that spins around the families, keeping them stuck at its heart,
    exactly where they are.
    And I also spent time with the frontline workers,
    and I learned that it is an impossible situation.
    So Tom, who is the social worker for Ella's 14-year-old son Ryan,
    has to spend 86 percent of his time servicing the system:
    meetings with colleagues, filling out forms,
    more meetings with colleagues to discuss the forms,
    and maybe most shockingly,
    the 14 percent of the time he has to be with Ryan
    is spent getting data and information for the system.
    So he says to Ryan,
    "How often have you been smoking? Have you been drinking?
    When did you go to school?"
    And this kind of interaction rules out the possibility
    of a normal conversation.
    It rules out the possibility of what's needed
    to build a relationship between Tom and Ryan.
    When we made this chart,
    the frontline workers, the professionals —
    they stared at it absolutely amazed.
    It snaked around the walls of their offices.
    So many hours, so well meant, but ultimately so futile.
    And there was this moment of absolute breakdown,
    and then of clarity:
    we had to work in a different way.
    So in a really brave step, the leaders of the city where Ella lives
    agreed that we could start by reversing Ryan's ratio.
    So everyone who came into contact with Ella or a family like Ella's
    would spend 80 percent of their time working with the families
    and only 20 percent servicing the system.
    And even more radically,
    the families would lead
    and they would decide who was in a best position to help them.
    So Ella and another mother were asked to be part of an interview panel,
    to choose from amongst the existing professionals
    who would work with them.
    And many, many people wanted to join us,
    because you don't go into this kind of work to manage a system,
    you go in because you can and you want to make a difference.
    So Ella and the mother asked everybody who came through the door,
    "What will you do when my son starts kicking me?"
    And so the first person who comes in says,
    "Well, I'll look around for the nearest exit
    and I will back out very slowly,
    and if the noise is still going on, I'll call my supervisor."
    And the mothers go, "You're the system. Get out of here!"
    And then the next person who comes is a policeman, and he says,
    "Well, I'll tackle your son to the ground and then I'm not sure what I'll do."
    And the mothers say, "Thank you."
    So, they chose professionals who confessed
    they didn't necessarily have the answers,
    who said — well, they weren't going to talk in jargon.
    They showed their human qualities and convinced the mothers
    that they would stick with them through thick and thin,
    even though they wouldn't be soft with them.
    So these new teams and the families
    were then given a sliver of the former budget,
    but they could spend the money in any way they chose.
    And so one of the families went out for supper.
    They went to McDonald's and they sat down and they talked and they listened
    for the first time in a long time.
    Another family asked the team
    if they would help them do up their home.
    And one mother took the money
    and she used it as a float to start a social enterprise.
    And in a really short space of time,
    something new started to grow:
    a relationship between the team and the workers.
    And then some remarkable changes took place.
    Maybe it's not surprising
    that the journey for Ella has had some big steps backwards
    as well as forwards.
    But today, she's completed an IT training course,
    she has her first paid job, her children are back in school,
    and the neighbors,
    who previously just hoped this family would be moved anywhere
    except next door to them,
    are fine.
    They've made some new friendships.
    And all the same people have been involved in this transformation —
    same families, same workers.
    But the relationship between them has been supported to change.
    So I'm telling you about Ella because I think that relationships
    are the critical resource we have
    in solving some of these intractable problems.
    But today, our relationships are all but written off
    by our politics, our social policies, our welfare institutions.
    And I've learned that this really has to change.
    So what do I mean by relationships?
    I'm talking about the simple human bonds between us,
    a kind of authentic sense of connection, of belonging,
    the bonds that make us happy, that support us to change,
    to be brave like Ella and try something new.
    And, you know, it's no accident
    that those who run and work in the institutions
    that are supposed to support Ella and her family
    don't talk about relationships,
    because relationships are expressly designed out of a welfare model
    that was drawn up in Britain and exported around the world.
    The contemporaries of William Beveridge,
    who was the architect of the first welfare state
    and the author of the Beveridge Report,
    had little faith in what they called the average sensual or emotional man.
    Instead, they trusted this idea of the impersonal system
    and the bureaucrat who would be detached and work in this system.
    And the impact of Beveridge
    on the way the modern state sees social issues
    just can't be underestimated.
    The Beveridge Report sold over 100,000 copies
    in the first weeks of publication alone.
    People queued in the rain on a November night to get hold of a copy,
    and it was read across the country, across the colonies, across Europe,
    across the United States of America,
    and it had this huge impact
    on the way that welfare states were designed around the globe.
    The cultures, the bureaucracies, the institutions — they are global,
    and they've come to seem like common sense.
    They've become so ingrained in us,
    that actually we don't even see them anymore.
    And I think it's really important to say that in the 20th century,
    they were remarkably successful, these institutions.
    They led to longer lifespans, the eradication of mass disease,
    mass housing, almost universal education.
    But at the same time,
    Beveridge sowed the seeds of today's challenges.
    So let me tell you a second story.
    What do you think today is a bigger killer than a lifetime of smoking?
    It's loneliness.
    According to government statistics, one person over 60 — one in three —
    doesn't speak to or see another person in a week.
    One person in 10, that's 850,000 people,
    doesn't speak to anyone else in a month.
    And we're not the only people with this problem;
    this problem touches the whole of the Western world.
    And it's even more acute in countries like China,
    where a process of rapid urbanization, mass migration, has left older people
    alone in the villages.
    And so the services that Beveridge designed and exported —
    they can't address this kind of problem.

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