Reports on the findings of six workshops in total held across England between November 2012 and February 2013 to help social care providers, individual employers and support organisations to embed personalisation and develop a workforce that is capable and skilled to deliver personalised care and support. The workshops aimed to: raise awareness and use of the PA Framework and Making it Real;
(Edited publisher abstract)
Reports on the findings of six workshops in total held across England between November 2012 and February 2013 to help social care providers, individual employers and support organisations to embed personalisation and develop a workforce that is capable and skilled to deliver personalised care and support. The workshops aimed to: raise awareness and use of the PA Framework and Making it Real; identify challenges and gaps in approaches to working in a personalised way; raise awareness of the materials and resources available to individuals and providers; and offer networking opportunities with others in your local area.
(Edited publisher abstract)
Subject terms:
personalisation, staff development, evaluation, case studies;
An action list for employers, commissioners, personal assistant employers, trainers and workforce leads is presented to help them implement the transformation of social care and the personalisation of services. The action points were identified through Skills for Care's workforce action learning programme.
An action list for employers, commissioners, personal assistant employers, trainers and workforce leads is presented to help them implement the transformation of social care and the personalisation of services. The action points were identified through Skills for Care's workforce action learning programme.
Subject terms:
personalisation, social care staff, staff development, adult social care;
... key themes of Workforce and Personalisation, provides an indication of other work, reinforces the fact that local leadership and ownership is key and that this work provides the context for local action and development.
The Scottish Executive published a detailed implementation plan for Changing Lives and five Change Programmes were established to take forward work at national level. The Change Programme groups have been working for about a year identifying their role, remit and key contribution. This paper sets out the programme of work for the next year or so, an indication of how this contributes to the two key themes of Workforce and Personalisation, provides an indication of other work, reinforces the fact that local leadership and ownership is key and that this work provides the context for local action and development.
Subject terms:
personalisation, policy, social work, staff development;
This briefing examines the implications of the personalisation agenda for personal assistants (PAs). PAs will need to learn a wide range of new skills and remain flexible and responsive to changes in the way people are supported.
This briefing examines the implications of the personalisation agenda for personal assistants (PAs). PAs will need to learn a wide range of new skills and remain flexible and responsive to changes in the way people are supported.
Subject terms:
home care, personal assistants, personalisation, staff development, staff-user relationships, training, conditions of employment;
Outlines seven key principles of workforce redesign that workforce leaders and managers working in any social care setting need to take account of when implementing new ways of working to meet the challenges of the personalisation agenda. Originally developed in 2008, they have been updated to take account of feedback from the people who have been using them, and the ways in which care
(Edited publisher abstract)
Outlines seven key principles of workforce redesign that workforce leaders and managers working in any social care setting need to take account of when implementing new ways of working to meet the challenges of the personalisation agenda. Originally developed in 2008, they have been updated to take account of feedback from the people who have been using them, and the ways in which care and support are delivered. The principles are built on the belief that the quality of care and support is directly linked to the skills, knowledge, values and attitudes of the people delivering it. The principles are intended to support workforce development and to support the transformation of care and support embedded in the Care Act 2014. It is one of four documents which support workplace change and transformation in the way care and support is delivered.
(Edited publisher abstract)
Subject terms:
adult social care, change management, personalisation, social care provision, staff development, service development, social care staff;
The guide focuses on how the adult social care workforce can be supported to develop their skills to contribute to shaping and delivering new models of care and support implemented through changes brought about by the Care Act 2014. The guide is based around seven key principles, with each chapter beginning with an explanation of the principle, describing some tools to help thinking and planning, and providing examples of practical applications, The principles cover: taking a whole systems view of organisational change; recognising the different ways people and organisations respond to change; nurturing champions, innovators and leaders; engaging people and valuing their expertise; taking account of the different ways that people learn; using people's thinking about values, behaviours and practices to shape innovation; and actively engaging with communities to understand its cultures and strengths The guide offers a practical approach to involving the whole workforce and to connecting with the local community in planning and decision making, ensuring that individuals feel involved and valued. It updates the Skills for Care publication ‘Using the Principles of workforce redesign’, 2011, and incorporates new references relating to the Care Act 2014.
(Edited publisher abstract)
The guide focuses on how the adult social care workforce can be supported to develop their skills to contribute to shaping and delivering new models of care and support implemented through changes brought about by the Care Act 2014. The guide is based around seven key principles, with each chapter beginning with an explanation of the principle, describing some tools to help thinking and planning, and providing examples of practical applications, The principles cover: taking a whole systems view of organisational change; recognising the different ways people and organisations respond to change; nurturing champions, innovators and leaders; engaging people and valuing their expertise; taking account of the different ways that people learn; using people's thinking about values, behaviours and practices to shape innovation; and actively engaging with communities to understand its cultures and strengths The guide offers a practical approach to involving the whole workforce and to connecting with the local community in planning and decision making, ensuring that individuals feel involved and valued. It updates the Skills for Care publication ‘Using the Principles of workforce redesign’, 2011, and incorporates new references relating to the Care Act 2014.
(Edited publisher abstract)
Subject terms:
adult social care, change management, service development, social care provision, personalisation, staff development, social care staff;
Workforce planning to achieve person-centred support’ offers unique insights into the employment challenges facing social care providers. It describes how Voluntary Organisations Disability Group (VODG) member Enham Trust developed a workforce to support personalisation and person-centred care. The steps taken to change the workforce include: comprehensive re-assessment with individuals in relation to their hourly needs for care and support; aggregating the core hours required to deliver safe personal care and analysing how much of the time remaining available could be used “flexibly”; consulting staff about contracts; embedding principles of personalisation, for example, through a series of training workshops; changing job specifications, titles and content, from that of a support worker
(Edited publisher abstract)
Workforce planning to achieve person-centred support’ offers unique insights into the employment challenges facing social care providers. It describes how Voluntary Organisations Disability Group (VODG) member Enham Trust developed a workforce to support personalisation and person-centred care. The steps taken to change the workforce include: comprehensive re-assessment with individuals in relation to their hourly needs for care and support; aggregating the core hours required to deliver safe personal care and analysing how much of the time remaining available could be used “flexibly”; consulting staff about contracts; embedding principles of personalisation, for example, through a series of training workshops; changing job specifications, titles and content, from that of a support worker to a personal assistant; re-interviewing senior care staff to underline the aim of creating major change - not just the same way of working under a different title. Key factors that help make the process successful include strong leadership, the involvement of individuals’ families, and clear communication and targets. The learning shared from Enham’s experience of introducing a personal assistant workforce will be useful for providers and commissioners in shaping a workforce that is equipped to deliver truly personalised care and support.
(Edited publisher abstract)
Subject terms:
staffing levels, person-centred planning, personal assistants, physical disabilities, home care, staff development, personalisation;
More is spent across the UK on mental health services than on any other area of health. The economic impact of poor mental health is estimated to be over £100 billion to the economy each year in England alone. Despite this, we know that the care and treatment offered to people with mental health problems is variable. This final report of the Mental Health Foundation's year-long Inquiry into the future of mental health services sets out some key messages as to what mental health services need to do, to ensure that they are ready to tackle the mental health needs of the UK population in 20-30 years’ time. It indicates that while mental health services are already straining at the seams, they face even greater pressures in the future: a growing, and ageing population; persistently high prevalence rates of mental disorders among adults and children; increasing levels of co-morbid mental and physical health problems; and funding constraints that are likely to last for many years. The Inquiry looked at some key demographic and societal factors which will affect future mental health services. Six key themes are identified to make mental health services fit for purpose for the 21st century: personalising services; integrated care; health needs across the life span; workforce development; research and new technologies; and public mental health.
(Edited publisher abstract)
More is spent across the UK on mental health services than on any other area of health. The economic impact of poor mental health is estimated to be over £100 billion to the economy each year in England alone. Despite this, we know that the care and treatment offered to people with mental health problems is variable. This final report of the Mental Health Foundation's year-long Inquiry into the future of mental health services sets out some key messages as to what mental health services need to do, to ensure that they are ready to tackle the mental health needs of the UK population in 20-30 years’ time. It indicates that while mental health services are already straining at the seams, they face even greater pressures in the future: a growing, and ageing population; persistently high prevalence rates of mental disorders among adults and children; increasing levels of co-morbid mental and physical health problems; and funding constraints that are likely to last for many years. The Inquiry looked at some key demographic and societal factors which will affect future mental health services. Six key themes are identified to make mental health services fit for purpose for the 21st century: personalising services; integrated care; health needs across the life span; workforce development; research and new technologies; and public mental health.
(Edited publisher abstract)
Subject terms:
mental health services, personalisation, integrated services, staff development, public health, stigma, comorbidity;
Centre for Excellence for Looked After Children in Scotland
Publication year:
2011
Pagination:
10p.
Place of publication:
Glasgow
... of the Looked After Children’s Strategic Implementation Group (LACSIG) to identify relevant work streams for the coming year, ensuring that the priorities for implementation reflect what is set out in policy statements and current research. The findings show that changing values in relation to the personalisation of care, putting the child at the centre of care and shifting the balance of care in the early
This report summarises what a range of research and policy reports say with regard to the values, knowledge and skills required for an effective children’s workforce. The information in this paper is drawn from 8 key reports written between 2005 and 2011 and from different elements of the Getting it Right for Every Child programme. The aim of this report is to enable the workforce hub of the Looked After Children’s Strategic Implementation Group (LACSIG) to identify relevant work streams for the coming year, ensuring that the priorities for implementation reflect what is set out in policy statements and current research. The findings show that changing values in relation to the personalisation of care, putting the child at the centre of care and shifting the balance of care in the early years, are seen as the drivers to changes in practice and the required skills, knowledge and experience of workers. This demands increased autonomy for frontline staff, greater integration of services, and cooperation across the workforce, family and wider community. This in turn brings an increased need for a range and mix of both generalist and specialist skills in staff and staff teams. It also requires greater focus on soft skills such as communications, leadership and interpersonal skills.
Subject terms:
personalisation, person-centred care, residential child care, staff development, child care workers, childrens social care;
The Leadership and Management Strategy Update 2008 refreshes and extends the scope of the original 2004 strategy. The 2004 strategy was based on a ‘whole systems’ approach to leadership and management development and this remains central to this update. However, leaders and managers need skills to meet not only the challenges of managing current services but also to lead the transition to new models of service delivery (the transformation agenda) set out in Putting People First. Key developments in the transformation agenda include the greater emphasis on entrepreneurial skills, the integrated delivery agenda and the growth of social enterprises. This update reviews progress made in implementing the original strategy and then reflects on the various developments that impact on the way adult social care services need to be led and managed. There is an updated statement on what leaders and managers in adult social care do and specific guidance as to what employers need to do to meet their responsibilities. Finally there is an outline of Skills for Care’s plans to support future developments, including its contribution to the proposed Skills Academy.
The Leadership and Management Strategy Update 2008 refreshes and extends the scope of the original 2004 strategy. The 2004 strategy was based on a ‘whole systems’ approach to leadership and management development and this remains central to this update. However, leaders and managers need skills to meet not only the challenges of managing current services but also to lead the transition to new models of service delivery (the transformation agenda) set out in Putting People First. Key developments in the transformation agenda include the greater emphasis on entrepreneurial skills, the integrated delivery agenda and the growth of social enterprises. This update reviews progress made in implementing the original strategy and then reflects on the various developments that impact on the way adult social care services need to be led and managed. There is an updated statement on what leaders and managers in adult social care do and specific guidance as to what employers need to do to meet their responsibilities. Finally there is an outline of Skills for Care’s plans to support future developments, including its contribution to the proposed Skills Academy.
Subject terms:
leadership, management, personalisation, social policy, staff development, adult social care, change management;