Results for 'staff development'
COMMISSION ON IMPROVING URGENT CARE FOR OLDER PEOPLE
Final report from the Commission on Improving Urgent Care for Older People which provides guidance for those involved in designing care for older people and outlines eight key principles the health and care sector can adopt to improve urgent care for older people. The Commission was established out of a concern that the care system was not meeting the needs of older people, resulting in lower quality of care, a lack of out-of-hospital services as an alternative to A&E, not enough focus on prevention and early intervention, and delayed transfers of care. It brought together a range of experts, received over 60 evidence submissions; carried out visits to sites using innovative ways to deliver care; consulted with NHS Confederation members and patient and carer groups; and commissioned an evidence review. The report draws on the evidence to look at the case for change. It then outlines eight key principles that can be used when redesigning health and social care system: start with care driven by the person’s needs and personal goals; a greater focus on proactive care; acknowledge current strains on the system and allow time to think; the importance of care co-ordination and navigation; greater use of multi-disciplinary and multi-agency teams; ensure workforce, training and core skills reflect modern day requirements; leadership should encourage us to do things differently; and metrics must truly reflect the care experience for older people. Short case studies of innovative practice are included in the report, covering acute and primary care, voluntary sector and local government partners and commissioners.
COALITION FOR COLLABORATIVE CARE
This discussion paper explores how to plan, develop and support an integrated workforce that routinely works in a person-centred, community-centred way. The paper focuses in four areas, looking at: mind-set challenges for person and community-centred care; the specific knowledge and skills that are needed; the importance of supportive working environments; and capacity, roles and workforce planning. The paper is intended to stimulate discussion. It briefly sets out some ideas on: the context and what we mean by person-centred, community-centred care; the workforce challenge; what is needed to create change at the local and national levels; and what action the C4CC partnership might take.
SKILLS FOR CARE
A learning and development framework to support those involved in the commissioning, design or delivery of workforce development. The framework aims to help ensure that the social care workforce has the skills and knowledge to use assisted living technology to enhance the lives of vulnerable people and their carers. Five stages provide the structure for the framework: Readiness; Customer Flow Analysis (guidance to assist the identification of work or service flow in your or your partner's organisation); Workforce Analysis (which provides guidance on how to map tasks and roles to knowledge and skills needed); Learning Design and Delivery (providing tools and resources for learning) and Checking (helping to evaluate the impact of learning). The framework also provides definitions, terminology and language that can be used by all when preparing workforce development products in the assistive living technology field.
SKILLS FOR CARE
The practice guidance has been produced to support people who have the responsibility for commissioning assisted living technology (ALT) and assisted living services (ALS). These services include : telecare; digital participation services which educate, entertain and encourage social interaction to enrich the lives of people in need of social support; and wellness services which encourage people to adopt and maintain healthy lifestyles. The guide looks at general principles, such as establishing a vision and defining the strategy; carrying out a local needs assessment; service specification and procurement; and developing systems to measure performance and impact. Although primarily developed for commissioners based in social care settings, it may also be useful for those working across housing or health services. An accompanying research report and toolkit have also been produced.
This report presents the findings of research to examine the skills and knowledge that are unique to those commissioning assisted living technologies (ALT). These technologies include : telecare; digital participation services which educate, entertain and encourage social interaction to enrich the lives of people in need of social support; and wellness services which encourage people to adopt and maintain healthy lifestyles. They are referred to collectively as assistive living services (ALS). The research methodology included desk based review of the evidence and consultation with a range of local authority commissioners in England. The report presents a summary of different commissioning models used, provides examples of good practice and what is working well, areas that need improvement and challenges facing commissioners. It also discusses workforce development issues and measuring impact.
WALKER Liz, PERKINS Rachel, REPPER Julie
Purpose: The purpose of this paper is to argue that if mental health services are to genuinely support the recovery of those who they serve then recovery principles must permeate all facets of the organisation, in particular human resources and workforce development.
Design/methodology/approach: This paper draws on the principles of recovery-focused approaches to people who use services and explores how these might guide a recovery-focused approaches to human resources and workforce issues.
Findings: The recovery principles like recognising and utilising the expertise of lived experience, co-production and shared decision making, peer support, focusing on strengths and becoming an expert in your own self-care all have as much relevance for creating a recovery-focused workforce as they do in the recovery journeys of those who use services. Everyone who uses services is “more than a mental patient” and everyone who provides services is “more than a mental health practitioner” – we need to use all the assets that everyone brings.
Originality/value: Although there has been a great deal of discussion about the features of recovery-focused services, there has been little, if any, consideration of extending the principles of recovery to human resources. The aim of this paper is not to offer a blue print but to begin an exploration of what a recovery-focused approach to workforce issues might look like.