Skills for Care and Skills for Health have produced Carers Matter - Everybody's Business (CMEB), guidance to help employers and organisations support carers better through learning and development of staff. The guidance is based on a set of Common Core Principles for Working with Carers that were developed in consultation with carers, people working directly with carers, and interested parties across health, social care and other key sectors. This is the second of three parts, and is is aimed at those who are directly responsible for commissioning or delivering learning and development. It provides fuller guidance on how to identify learning and development of staff in relation to meeting carers' needs. It offers a framework that will enable a workforce to learn at the right level to provide effective services and support to carers. Contents include:six steps to developing staff in relation to carers; developing the right level of staff development; the three levels of development (carer awareness, enhanced carer awareness and specialist); selecting the right learning and development materials; adapting the materials to the local scene; involving carers in developing staff; and knowing if learning and development has made a difference. Carers Matter - Everybody's Business is not an 'off the shelf' training package, rather the tools that enable training to be commissioned or developed to reflect local workforce needs, local settings and context. It aims to be flexible enough to be delivered in a variety of ways to meet differing working and learning needs.
(Edited publisher abstract)
Skills for Care and Skills for Health have produced Carers Matter - Everybody's Business (CMEB), guidance to help employers and organisations support carers better through learning and development of staff. The guidance is based on a set of Common Core Principles for Working with Carers that were developed in consultation with carers, people working directly with carers, and interested parties across health, social care and other key sectors. This is the second of three parts, and is is aimed at those who are directly responsible for commissioning or delivering learning and development. It provides fuller guidance on how to identify learning and development of staff in relation to meeting carers' needs. It offers a framework that will enable a workforce to learn at the right level to provide effective services and support to carers. Contents include:six steps to developing staff in relation to carers; developing the right level of staff development; the three levels of development (carer awareness, enhanced carer awareness and specialist); selecting the right learning and development materials; adapting the materials to the local scene; involving carers in developing staff; and knowing if learning and development has made a difference. Carers Matter - Everybody's Business is not an 'off the shelf' training package, rather the tools that enable training to be commissioned or developed to reflect local workforce needs, local settings and context. It aims to be flexible enough to be delivered in a variety of ways to meet differing working and learning needs.
(Edited publisher abstract)
Subject terms:
carers, staff development, social care provision, training;
Skills for Care and Skills for Health have produced Carers Matter - Everybody's Business (CMEB), guidance to help employers and organisations support carers better through learning and development of staff. The guidance is based on a set of Common Core Principles for Working with Carers that were developed in consultation with carers, people working directly with carers, and interested parties across health, social care and other key sectors. This is the last of three parts, and is is aimed at people across a wide range of settings and roles that support learning and development, whether planning learning, delivering learning and development, or commissioning learning and development. It has been developed to complement and underpin Carers Matter - Everybody's Business Parts 1 and 2. The resources it contains range from standalone guidance or tools, to supplementary information, facts and figures. It also contains sample exercises or activities for providers of education, learning and training to consider, apply and adapt as part of a training programme or learning activity. Whilst some of these resources are standalone, most build on Part 2 of Carers Matter - Everybody's Business. All the resources are designed to be relevant across a wide range of settings, staff groups and scenarios, to enable organisations to reflect local situations and needs. Carers Matter - Everybody's Business is not an 'off the shelf' training package, rather the tools that enable training to be commissioned or developed to reflect local workforce needs, local settings and context. It aims to be flexible enough
(Edited publisher abstract)
Skills for Care and Skills for Health have produced Carers Matter - Everybody's Business (CMEB), guidance to help employers and organisations support carers better through learning and development of staff. The guidance is based on a set of Common Core Principles for Working with Carers that were developed in consultation with carers, people working directly with carers, and interested parties across health, social care and other key sectors. This is the last of three parts, and is is aimed at people across a wide range of settings and roles that support learning and development, whether planning learning, delivering learning and development, or commissioning learning and development. It has been developed to complement and underpin Carers Matter - Everybody's Business Parts 1 and 2. The resources it contains range from standalone guidance or tools, to supplementary information, facts and figures. It also contains sample exercises or activities for providers of education, learning and training to consider, apply and adapt as part of a training programme or learning activity. Whilst some of these resources are standalone, most build on Part 2 of Carers Matter - Everybody's Business. All the resources are designed to be relevant across a wide range of settings, staff groups and scenarios, to enable organisations to reflect local situations and needs. Carers Matter - Everybody's Business is not an 'off the shelf' training package, rather the tools that enable training to be commissioned or developed to reflect local workforce needs, local settings and context. It aims to be flexible enough to be delivered in a variety of ways to meet differing working and learning needs.
(Edited publisher abstract)
Subject terms:
carers, staff development, training materials, training;
In June 2008, the Government published ‘Carers at the heart of 21st century families and communities’ which set out a 10 year plan for improving support to carers. A specific commitment was made to ensuring that key workers across the board from health to housing would receive training to better support carers. This report comprises an evaluation of 2 stages of this work, namely: to evaluate the impact of learning on the knowledge and skills of the workforce; and to evaluate the impact of workforce development on carers' experience of service delivery and subsequent quality-of-life. The evaluation involved research with 15 'Early Implementer' sites using the learning resource to train and develop their workforce. Activities included in depth interviews at initial and post-training assessment visits to sites, surveys of participants, focus groups of participants and carers, and review of individual site feedback and evaluation documentation. The report documents what works well, what works less well and areas for improvement. A list of transferable lessons based on use of the materials and delivery in practice are provided. The findings have informed the final development of the ‘Carers
In June 2008, the Government published ‘Carers at the heart of 21st century families and communities’ which set out a 10 year plan for improving support to carers. A specific commitment was made to ensuring that key workers across the board from health to housing would receive training to better support carers. This report comprises an evaluation of 2 stages of this work, namely: to evaluate the impact of learning on the knowledge and skills of the workforce; and to evaluate the impact of workforce development on carers' experience of service delivery and subsequent quality-of-life. The evaluation involved research with 15 'Early Implementer' sites using the learning resource to train and develop their workforce. Activities included in depth interviews at initial and post-training assessment visits to sites, surveys of participants, focus groups of participants and carers, and review of individual site feedback and evaluation documentation. The report documents what works well, what works less well and areas for improvement. A list of transferable lessons based on use of the materials and delivery in practice are provided. The findings have informed the final development of the ‘Carers Matter – Everybody’s Business’ learning and development framework.
Skills for Care and Skills for Health have produced Carers Matter - Everybody's Business, guidance to help employers and organisations support carers better through learning and development of staff. The guidance is based on a set of Common Core Principles for Working with Carers that were developed in consultation with carers, people working directly with carers, and interested parties across health, social care and other key sectors. This is the first of three parts, and is is aimed at chief executives and senior managers who are responsible for the strategic direction of their business and its priorities. It is also relevant for those involved in commissioning services and workforce development. It comprises an introduction to who carers are; why carers matter to the organisation; carers' rights and entitlements; the Equality Act 2010 and carers; how an organisation can support carers better; and applying the Common Core Principles for Working with Carers.Carers Matter - Everybody's Business is not an 'off the shelf' training package, rather the tools that enable training to be commissioned or developed to reflect local workforce needs, local settings and context. It aims
(Edited publisher abstract)
Skills for Care and Skills for Health have produced Carers Matter - Everybody's Business, guidance to help employers and organisations support carers better through learning and development of staff. The guidance is based on a set of Common Core Principles for Working with Carers that were developed in consultation with carers, people working directly with carers, and interested parties across health, social care and other key sectors. This is the first of three parts, and is is aimed at chief executives and senior managers who are responsible for the strategic direction of their business and its priorities. It is also relevant for those involved in commissioning services and workforce development. It comprises an introduction to who carers are; why carers matter to the organisation; carers' rights and entitlements; the Equality Act 2010 and carers; how an organisation can support carers better; and applying the Common Core Principles for Working with Carers. Carers Matter - Everybody's Business is not an 'off the shelf' training package, rather the tools that enable training to be commissioned or developed to reflect local workforce needs, local settings and context. It aims to be flexible enough to be delivered in a variety of ways to meet differing working and learning needs.
(Edited publisher abstract)
Subject terms:
carers, rights, social care provision, management, staff development;
... the development of the skills list. The main source of data used was an online questionnaire which received 2,315 responses; 36% from carers and supporters of people with autism; 5% from people with autism; 27% from health service workers; 5% from health service commissioners, employers and managers; 10% from social care workers; and 16% from social care commissioners, employers and managers. The findings
The ‘Autism Skills and Knowledge List’ has been developed to help enhance awareness of autism and improve skills among workers in generic health and social care services. The list enables individual workers, services, and teams to work out whether they have the knowledge and skills needed to provide a good service to people who have autism. This publication presents the research behind the development of the skills list. The main source of data used was an online questionnaire which received 2,315 responses; 36% from carers and supporters of people with autism; 5% from people with autism; 27% from health service workers; 5% from health service commissioners, employers and managers; 10% from social care workers; and 16% from social care commissioners, employers and managers. The findings of this survey are described in this report. They provide evidence for investment in improvements to the services for people with autism in order to both improve the quality of life for these people and to reduce the cost of service provision. These findings were used to inform the draft framework for the Autism Skills and Knowledge List. Consultation was held with 2 focus groups for people with autism, and suggestions incorporated prior to publication.
Subject terms:
social care staff, staff development, autism, autistic spectrum conditions, carers;
An easy read summary of the strategy for involving carers in the work of Skills for Care. A set of rules organisations should use when involving people who use services and carers in their work is provided. The four ways that Skills for Care plan to involve carers in their work are also listed. These are: supporting all types of employers involved in adult social care to listen and respect the different needs and wishes of carers; supporting issues around people employing their own staff; ensuring that changes in the work of Skills for Care come from involving and listening to carers; and making sure that this work will support and include organisations that are run by and for carers.
An easy read summary of the strategy for involving carers in the work of Skills for Care. A set of rules organisations should use when involving people who use services and carers in their work is provided. The four ways that Skills for Care plan to involve carers in their work are also listed. These are: supporting all types of employers involved in adult social care to listen and respect the different needs and wishes of carers; supporting issues around people employing their own staff; ensuring that changes in the work of Skills for Care come from involving and listening to carers; and making sure that this work will support and include organisations that are run by and for carers.
Subject terms:
organisations, planning, social care provision, user participation, carers;
... of work and was developed to support work taking place to develop the Regional Planning Networks that underpin the introduction of the new post-qualifying (PQ) framework for social workers. It precedes the publication of the wider national strategies for the participation of people who use services and carers in Skills for Care’s work, however the principles of participation in PQ programmes as outlined in this guide are embedded in the strategies. These address recommendations made by University of Teesside and Hartlepool Partners, in consultation with people who use services and carers on how to overcome barriers to participation and the principles that should be adhered in participative working.
An extensive body of work is already in existence which looks at effective and appropriate ways of working with people who use services to improve service provision and delivery. The majority of the literature is related specifically to the arena of education and training, although some of the research is related more directly to service provision. This guide is based upon that extensive body of work and was developed to support work taking place to develop the Regional Planning Networks that underpin the introduction of the new post-qualifying (PQ) framework for social workers. It precedes the publication of the wider national strategies for the participation of people who use services and carers in Skills for Care’s work, however the principles of participation in PQ programmes as outlined in this guide are embedded in the strategies. These address recommendations made by University of Teesside and Hartlepool Partners, in consultation with people who use services and carers on how to overcome barriers to participation and the principles that should be adhered in participative working.
Subject terms:
post qualifying education, social work education, training, user participation, carers;
Skills for Care says the adult social care workforce could double to 2.5 million by 2025 to meet the needs of millions of people who use services. The State of the Adult Social Care Workforce uses new data from the National Minimum DataSet-Social Care (NMDS-SC) to model future workforce needs scenarios. Under a maximising choice scenario where all who want direct payments receive them or have support care provided on a highly personalised basis then the total workforce would need to increase from the present 1.39 million to 2.5 million.
Skills for Care says the adult social care workforce could double to 2.5 million by 2025 to meet the needs of millions of people who use services. The State of the Adult Social Care Workforce uses new data from the National Minimum DataSet-Social Care (NMDS-SC) to model future workforce needs scenarios. Under a maximising choice scenario where all who want direct payments receive them or have support care provided on a highly personalised basis then the total workforce would need to increase from the present 1.39 million to 2.5 million.
Subject terms:
labour market, social care staff, training, carers, direct payments;
... and the remaining 2% in the health service. Survey results reveal a complex, skilled role that involves giving emotional support, both in person and by phone, and enabling carers to support themselves (by helping them to organise support). Three-fifths of CSWs undertake Carer’s Assessments and two-fifths give benefits advice. The range of tasks is wide, and demands a high skill level across many areas. About 70% of CSWs deal with all carers and do not specialise in carers with one primary issue (e.g. mental health). Despite their lack of status and their under-used skills, CSWs appear to be a stable workforce, most having been in their job for over a year. Among recommendations are that those organisations employing or commissioning CSW roles need to develop or promote a clear definition and profile of the role and the skills required. The generic nature of most CSWs role needs to be supported by quality supervision and continual learning: Skills for Care should strengthen and make clear its offer to CSWs and their employers. Employers should pay close attention to improving the skills of CSWs in basic counselling skills and the skills and confidence of asking carers whether they wish to continue caring. Employers
(Edited publisher abstract)
Skills for Care undertook a survey to examine the role of Carer Support Workers (CSWs) and their learning and development needs. The aim was to build a picture of what CSWs do day-to-day, the skills, knowledge and qualifications that they have or think they need to have, also to explore their thoughts on their career path. An electronic survey sent on 19 July 2013 to 109 CSWs and those employing or managing them received 100 responses (61 from CSWs and 39 from managers/employers) by the time it closed on 23 August 2013. Telephone interviews were also conducted with 10 CSWs and 8 managers or employers. Three-quarters of respondents were female, and two thirds were aged 45-64. Respondents worked primarily in charities (43%) and voluntary organisations (38%); 17% worked in local authorities and the remaining 2% in the health service. Survey results reveal a complex, skilled role that involves giving emotional support, both in person and by phone, and enabling carers to support themselves (by helping them to organise support). Three-fifths of CSWs undertake Carer’s Assessments and two-fifths give benefits advice. The range of tasks is wide, and demands a high skill level across many areas. About 70% of CSWs deal with all carers and do not specialise in carers with one primary issue (e.g. mental health). Despite their lack of status and their under-used skills, CSWs appear to be a stable workforce, most having been in their job for over a year. Among recommendations are that those organisations employing or commissioning CSW roles need to develop or promote a clear definition and profile of the role and the skills required. The generic nature of most CSWs role needs to be supported by quality supervision and continual learning: Skills for Care should strengthen and make clear its offer to CSWs and their employers. Employers should pay close attention to improving the skills of CSWs in basic counselling skills and the skills and confidence of asking carers whether they wish to continue caring. Employers should also work to recognise and use the under-utilised skills and knowledge of their CSWs to better promote the service and the CSW role.
(Edited publisher abstract)
Subject terms:
care workers, social workers, carers, staff development, advocacy, surveys, support workers;
This research was commissioned to identify workforce development needs relating to conducting carers assessments. It draws on the findings of three consultation workshops with 25 carers and telephone interviews with professionals identified as employing good practice around carers assessments. The report looks at current practices, experiences and potential hurdles or barriers to good experiences of carers assessments for carers and examines current skills and skills gaps. Key priorities included further improvement in listening skills and empathy, the assessment process having a clear outcome, clear communication and for carers to be treated as the expert partner in care.
(Edited publisher abstract)
This research was commissioned to identify workforce development needs relating to conducting carers assessments. It draws on the findings of three consultation workshops with 25 carers and telephone interviews with professionals identified as employing good practice around carers assessments. The report looks at current practices, experiences and potential hurdles or barriers to good experiences of carers assessments for carers and examines current skills and skills gaps. Key priorities included further improvement in listening skills and empathy, the assessment process having a clear outcome, clear communication and for carers to be treated as the expert partner in care.
(Edited publisher abstract)
Subject terms:
carers, assessment, staff development, social care professionals, skills, carers assessment;