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Skills for Care, High Level Work Programme 2015/16
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Work programme 2015/16
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Introduction This document presents a high-level summary of the
key areas of our work programme for 2015/16. Since 2014 Skills for
Care became the home of the National Skills Academy for Social
Care; the activities outlined are built upon our unique knowledge,
expertise and proven track record as the strategic body for
leadership and workforce development in adult social care in
England.
The proposals have been developed based on the key priorities
and challenges faced by the sector in the coming years. They have
been informed by the recognition that ‘leadership, learning and
development’ and personalisation are the foundations for the future
success of the sector and so this is a holistic offer programme of
work.
Changes are taking place across health and social care, as well
as in public health and allied support sectors, which for us in
particular are the implications of the implementation of the Care
Act. Responding to the challenges that this creates will require a
workforce that is more highly skilled and flexible than in the
past. The proposed work programme will support the adult social
care workforce to learn new skills and acquire new knowledge while
maintaining personal development and progression across the sector.
Throughout the year we will continue to pursue the resources needed
to support our sector with this.
Learning and development opportunities alone will not guarantee
the necessary transformation that will ensure that the sector is
ready to meet the future demand for safe, effective, compassionate
and high-quality care. We need to ensure that, in keeping with the
requirements of the Care Act, future care services can be delivered
as part of a more integrated holistic support offer that is
tailored to individual needs where services are working together
efficiently to promote people’s wellbeing and personal goals.
Leadership, at all levels, is fundamental to achieving these
desired outcomes. Achieving this transformation, joint working and
partnerships will require great leadership within and across the
care and well-being systems; at all levels from the frontline to
senior managers, directors and elected members.
Systematic change alone is unlikely to achieve the desired
outcomes. Success is far more likely where there is shared
visionary leadership that can bring about the necessary cultural
changes capable of delivering the desired integrated and
personalised care and well-being system built around people’s needs
and ambitions.
Consequently, ‘leadership, learning and development’ and
personalisation are intrinsic to our proposed work programme, which
we propose to arrange around the Department of Health’s current
priority areas:
1. Care Act implementation 5. Integration
2. Care Certificate & Cavendish Recommendations 6. Growing
the workforce
3. Apprenticeships 7. Skilling the workforce
4. Registered managers 8. Technology
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1. Care Act implementationActivitiesActivities to be undertaken
include: maintenance of the learning and development and capacity
planning programmes and the Workforce Readiness Tool,
implementation of the Workforce Redesign and Workforce Integration
principles, developing a systematic approach to social care
informatics and continued implementation of the Social Care
Commitment to support quality care and a quality workforce.
We may also be commissioned to provide further support to the
sector on Care Act implementation including increased support with
learning and development and capacity planning and preparation for
the 16/17 reforms, during the course of the year. The exact scale
and scope of this work is to be determined. Skills for Care will
work with commissioners to enable skilled commissioning for
outcomes and market shaping; support the effective workforce
planning, retention and recruitment of regulated professional
workforce groups in adult social care; share best practice for
leadership in empowered communities.
Impact Local authorities and all other social care employers are
supported to implement the Care Act.
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2. Care Certificate & Cavendish Recommendations
ActivitiesActivities to be undertaken include: guardianship,
communication, implementation and embedding of the Care Certificate
into learning and development and workforce development plans;
Consideration, exploration, communication and implementation of the
other Cavendish proposals not completed in 14/15; Support to
employers, workers, learning and development providers and CQC
inspectors regarding the Cavendish recommendations.
Impact Employers, workers, learning and development providers,
CQC inspectors, people who receive care and support, carers and
other stakeholders will have clear information, products and
support in order to be able to implement the Care Certificate and
the Cavendish recommendations.
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Impact To raise the status, quality and self esteem of the
workforce through uptake of apprenticeships.
3. Apprenticeships
ActivitiesActivities to be undertaken include: continuing
implementation of the 5 year plan, introducing, communicating and
embedding the new Trailblazer standards at levels 2/3 to the sector
with targeted support including events, workshops and new
resources, to implement new innovation projects for targeted
employer/worker groups and geographic areas including residential
and homecare workers and personal assistants. Continued support,
development and communication of the Trailblazer standards for
levels 4 and 5, maintenance and promotion of apprenticeship
frameworks, development of an Apprenticeship Training Agency offer
to ensure particular engagement of individual, micro and small
employers, to work with local authorities to use commissioning to
drive up use of apprenticeships.
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4. Registered managersActivitiesActivities to be undertaken
include: A package of support for registered manager’s that
includes further development of national networks of registered
manager’s and nominated individuals, guidance for registered
managers on supervision, mentoring and governance, continue to
explore any gaps in the qualification for managers to ensure it
remains fit for purpose and is aligned to the Leadership Qualities
Framework. Specific homecare registered managers products arising
out of the DH Homecare Innovation work, to explore and communicate
ways in which Higher Apprenticeships at level 5 can be targeted to
drive up registered manager numbers.
Impact To increase the numbers, self esteem, confidence, value
and quality of registered managers.
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5. Integration
ActivitiesActivities to be undertaken include: continued work
with the pioneer sites and other integration sites focusing on the
workforce implications, promote and support the use of health and
social care apprenticeships within the extra care housing sector,
work with housing and other related sectors in the implementation
of the Care Act, support the sector to use common core principles
and embed qualifications and The Mental Health Act
requirements.
Impact Integration is advanced and people who need care and
support have access to person centred, seamless services.
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6. Growing the workforceActivitiesActivities to be undertaken
include: implementation of the refreshed Recruitment and Retention
Strategy, the continued development of retention and recruitment
online resources including guidance for employers on paying NMW
(National Minimum Wage); a programme of ‘Values Based Recruitment’
work, to continue to develop the number of I Care….Ambassador
services, and the number of active I Care….Ambassadors; refresh the
Managers Induction Standards in line with the Leadership Qualities
Framework and review the Graduate Scheme and ensure they support
employers to ‘grow their own’ registered managers, continue to
produce reports such as: The Size and Structure of the Adult Social
Care Sector and Workforce in England and The State of the Adult
Social Care Sector and Workforce in England based on intelligence
gathered via the NMDS-SC and to seek new employers to engage with
the NMDS-SC, provide evidence based information and evaluation of
what works in leadership learning and development.
Impact The sector will be better able to recruit and retain a
high quality workforce andrealise improvements in sickness,
absence, performance and customer satisfaction.There will also be
an increased number of employers and employees involved in
thepromotion of social care careers leading to a significant
increase in the number ofpeople including nurses considering social
care as a career destination of choice.
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7. Skilling the workforceActivitiesActivities to be undertaken
include: developing standards, learning and qualifications to up
skill the workforce including specific and targeted support for
groups such as registered managers, responsible individuals,
homecare workers, commissioners, BAME workers and those involved in
care planning, development of a ‘professional capabilities’ type
framework that clearly highlights the expected levels of skills,
knowledge, behaviours and resilience of the workforce, support for
the breadth of the workforce including occupational therapists,
physiotherapists and other allied health professionals, leadership
and management programmes aimed at the small number of influential
leaders/ managers such as those aspiring to be directors/CEOs, the
refresh, expansion, communication and support for the endorsed
training provider scheme, support for development of leaders and
managers in social work and continued support to employers to
deliver the ASYE including funding disbursement, within national
assessment and standardisation criteria; disbursement of the
Workforce Development Fund including individual employer funding,
development of learning and development opportunities and best
practice examples and guidance around personal assistants including
an advice note for local authorities, continued work on condition
specific DH priorities e.g. dementia, mental health and autism,
promotion of system leadership on core skills and the production of
user friendly core skills resources to support implementation.
Impact The quality, self esteem, values, skills, knowledge and
behaviours of the workforce will be raised.
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8. TechnologyActivitiesActivities to be undertaken include:
Implementation of the Digital Working, Learning and Information
Sharing Strategy to ensure the workforce is digitally confident and
capable.
Impact A workforce capable, confident and enabled to work with
technology.
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Skills for CareWest Gate6 Grace StreetLeedsLS1 2RPtelephone 0113
245 1716email [email protected]
www.skillsforcare.org.uk
Home of the National Skills Academy for Social Care since
2014
© Skills for Care 2015
@skillsforcare
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www.youtube.com/skillsforcare
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