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Part of Safeguarding children
This is one of a series of four Learning into Practice Project Masterclasses produced by the NSPCC and SCIE. The four masterclasses aim to introduce key ideas from the different fields and enable Serious Case Review reviewers to consider their relevance. This masterclass introduces key concepts for thinking about groups and group processes, including leadership, from a social work perspective, psychoanalysis and organisational theory. It is designed to encourage reviewers to consider how these ideas help them to make sense of their experiences of groups in the SCR process and to think of better ways of managing difficult group situations.
Reports on the key messages from a roundtable discussion which looked at how leadership within social care needs to change if the Care Act is to improve people's lives. The event was hosted by the Social Care Institute for Excellence (SCIE) and attended by key players in care and support, including people who use services, carers, commissioners, workforce development leads, care providers and policy makers. The report includes the presentations of speakers Baroness Sally Greengross, David Pearson, Professor Martin Green, and Sharon Allen; views from the roundtables; and key messages. Key messages from the event are summarised in four key areas: challenges and opportunities; the role of leadership; systems leadership; co-production with people who use services and carers; and leadership style, skill and values. Delegates concluded that leaders need to be good at achieving strategic and cultural change, and felt that it is good leadership that makes the difference to people’s lives – not just developments like pooled budgets or better IT systems.
This guide provides information and knowledge to support critical thinking and methods so that first line managers can apply, adapt and develop the material to their own particular work environment, current priorities and as an aid to their own continuing professional development.
The workbook will be of interest to local authorities as a systematic way of checking and improving practice in social care.
SCIE report 27 is aimed at those involved in developing, providing and leading personalisation and social inclusion for mental health. It is also aimed at those developing the leaders of the future
Adult social care is changing, to put the people who use services at the heart of their own care and support. This requires a different approach from the social care workforce. This At a glance summary presents some ideas about how to successfully change social care services.
This Guide examines what will support the changes in adult social care to ensure that the people who use services are at the heart of their own care and support.
This knowledge review looks at the significant gap in high quality and effective mental health advocacy in African and Caribbean men. Drawing on individual accounts the research raises questions about the services, advice and support services currently being provided and what is actually needed by this over-represented group in the mental health sector.
The four central governments of the UK, with the support of the Economic and Social Research Council, asked SCIE to conduct a UK-wide consultation on how to increase social care research capacity. This consultation provides a picture of the views of people concerned about, or who have a stake in, the infrastructure for social care research and development. The report recommendations identify key issues in the consultation that need to be taken into account in strengthening research capacity and in coordinating developments across the UK.
Short report of joint event organised by London Health and Care Integration Collaborative, SCIE and PPL on the theme of joint working to deliver better care. The event was attended by over 70 people in London with an interest in or involved in delivering integrated care. It aimed to enable participants to hear the views of experts, share learning and practice about what works, and learn about practical steps they can take to develop joint working and ensure it works effectively. Areas covered included developing an effective communications and engagement strategy, leading co-ordinated, co-located teams, and co-producing change with people who use services. The report provides summaries of the plenary sessions and discussion at the event. Key messages include, that: prevention, early intervention and integrated care are all linked; leaders are able to look beyond their own organisation to the needs of the system overall; we need to see communities and people as assets with contributions to make; and that getting staff buy in and valuing staff contributions and ideas is critical.
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