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we help to improve social care standards

26 January 09. we help to improve social care standards. New ways of working and new qualifications Michael Armstrong, Regional Development officer. New ways of working; some background.

zachary-mccoy
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we help to improve social care standards

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  1. 26 January 09 we help to improve social care standards New ways of working and new qualifications Michael Armstrong, Regional Development officer

  2. New ways of working; some background.. “..The overall vision is that the state should empower citizens to shape their own lives and the services they receive. … What this means is that everyone who receives services …will have choice and control over how that support is delivered..” Transforming Social Care LAC (DH) (2008)1 So what does this mean for the workforce?

  3. What we discovered • Fundamental culture shift required across the whole adult social care system – a different way of thinking required for all stakeholders and people using the services and their carers • Strong leadership and partnership working within local organisations in statutory agencies, third and private sector providers will be required to convey vision and values • Current and futures workforce need to change radically to deliver the vision for adult social care • Flexible framework required for continuing professional development & qualifications that address individual learning styles and needs but which reflects the preferences of users

  4. And the implications for the workforce and current roles? Care managers The self-directed support model changes the way in which care management is undertaken. New ways of undertaking assessment and allocating resources are being developed. BrokerageCritical need for good information, advice, guidance & support for some people to access services. Pilot models of ‘brokerage’ are emerging

  5. The role of people as employers / managers of their own staffPeople historically referred to as service users become employers, to varying degrees, of staff and some need support to manage that function/development. This may, but need not be through brokerage services  The Personal assistant (PA) There may be an increase in demand for PA’s creating an issue of supply, the impact on the provider market, concerns re. registration and programmes of appropriate learning

  6. The development of new providers It is anticipated that the new power to commission will create new entrants to the markets for individualised services. If this is not the case it may be that Local Authorities have a role in stimulating the emergence of new suppliers The adaptation of existing providers to providing services direct Some existing providers with contracts with Local Authorities have concerns about the emergence of self-directed support, others will happily adapt, but all will need to examine the employment arrangements needed to provide the level of individuality that may be required

  7. The professional training of Social Workers and management development It was noted that the changes to models in the delivery of care needed to be reflected in the training of professional social workers, managers, commissioning staff & even the decision makers!

  8. Qualifications National and regional research to identify qualifications, training and support for personal assistants and their employers Sector Qualifications Strategy (SQS)/Qualifications Credit Framework (QCF) will deliver a more flexible approach to qualifications LD Knowledge sets; current suite of 5 with a further 4 this year (see the newly launched national website)

  9. and also… Brokerage; research and discussion to consider defining the role, recommended standards and wider WF implications Regional partnership; SfC are working closely with Joint Improvement Partnership (JIP), Valuing People,local authority L&D teams and personalisation leads Publications; Management Induction standards (SME support), Knowledge Set Toolkits, the ‘Action Learning Guide to Transformation’ & funding (Everybody Benefits) and many more…

  10. Common Core Principles • Develop a vision for health and social care • Specify required quality and outcomes • Work with provider to ensure services are focused on quality and health and well-being outcomes. Principles of WF redesign A practical framework for workforce reform that can be used to audit the transformation process; explicit links between service reform and the skills, knowledge, expertise and value base that the organisation works from and to

  11. Supporting you • Sub regional workshops; CVS alliance, personalisation and funding • http://www.skillsforcare.org.uk/home/home.aspx • Consultation events • Local workforce development support

  12. Michael.armstrong@skillsforcare.org.uk Mobile 07792 293 695 Fax/phone 0207978 9601 For further information

  13. we help employers deliver quality social care

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