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Developments in the sector and impact on leadership in the social care workforce

Developments in the sector and impact on leadership in the social care workforce. Great British Care Show, 30 May 2012 Debbie Sorkin The National Skills Academy for Social Care. Developments in the sector and impact on leadership in the social care workforce.

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Developments in the sector and impact on leadership in the social care workforce

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  1. Developments in the sector and impact on leadership in the social care workforce Great British Care Show, 30 May 2012 Debbie Sorkin The National Skills Academy for Social Care

  2. Developments in the sector and impact on leadership in the social care workforce • Developments in the sector: Political, Economic, Social and Cultural/Regulatory • Implications: some pointers on what you might see • Impact on leadership: what leadership means in this context and how to inculcate it

  3. Developments in the sector:Political • Vision for Adult Social Care and White Paper: emphasis on integration not just with health but also with housing and planning – NPPF encouraging mixed communities; focus on preventative measures and re-ablement, away from what is described as high-cost traditional care • Health and Social Care Act: 151 PCTs replaced by 279 clinical commissioning groups; higher profile for social care as part of public health via Health and Wellbeing Boards with strategic commissioning role • Welfare and Housing Benefit reforms: changes to Disability Living Allowance and other welfare benefits; caps to housing benefit • Draft Social Care Reform Bill: will build on work of Law Commission but key issue will be future of Dilnot recommendations, currently withering on the vine; DH modelling £100k cap rather than £35k; cross-party talks in the meantime

  4. Developments in the sector:Economic • Double-dip recession confirmed: recovery slower than in previous recessions: austerity = “the new real” • Affects public and private funding alike: £80bn being taken out of public spending. Note that only 12% cuts have been made so far but public perception differs • More public sector cuts in the pipeline: additional £10.5bn by 2016, > £150bn additional borrowing. Cordis Bright 2012 Annual Survey - > 1/3 respondents have been asked for 25% fee reductions • Interest rate reductions: implications for annuities/final salary pension schemes/other savings • Changes to pensions and tax system: “granny tax”, additional 1.3m now in 40p tax band – 5m people by 2014, up from 3m

  5. Developments in the sector:Social, Cultural, Regulatory • Changes in expectations as personalisation takes hold: but is there a backlash as reality of cuts bites? • Higher profile for dementia care: additional £66m for research funding, new ‘dementia-friendly communities’ • Higher profile for social care: both good reasons (more lobbying, higher media profile for sector, public awareness of dementia) and bad (Panorama exposes, Winterbourne View) • Return of the old virtues: E.g. Commission on Improving Dignity in Care for Older People, EHRC Report – re-emphasis on compassion and dignity • But old issues remain unresolved: adversarial relationships with commissioners; expectations of the role of the regulator; status of social care, especially at a time of recession

  6. Potential implications: some pointers • Relentless revenue challenges and funding pressures for employers, sometimes just as borrowings are falling due – issue for large and small players alike • Need to ‘do more – and more complex - with less’across the board – implications for selection, development and succession planning • Need to deal with wider group of stakeholders - clinical commissioning groups, public health professionals, personal budget holders – implications for perceived equality/professionalism • Need for adaptability/innovation - reconfiguring services, working with new client groups, providing flexible care models away from old ‘residential/home care’ model • Need to inculcate leadership - more important than ever - and see management differently

  7. Impact on leadershipWhat it means, how to inculcate it • Not just strategic or about authority at the top of organisations • Leadership is grounded in everyday behaviours and taking responsibility for them – about how you do what you do. So it’s practiceleadership and everyone’s business • And you can build it in your own organisations: * Select for social care values *Prepare your organisation and demystify leadership *See leadership as for everyone and as a craft that can be taught *Use coaching and self-reflection for continuous improvement *Measure it – leadership qualities frameworks *Shout about it – recognise, value and celebrate your own strengths in your communities, as economic/community drivers

  8. The National Skills Academy for Social Carewww.nsasocialcare.co.ukdebbie.sorkin@nsasocialcare.co.uk

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