Total Transformation Project 8:

Transcription

1 Total Transformation Project 8: Workforce Development Total Transformation Project 9: Workforce Development Page 1 of 29

2 Introduction The In Control Total Transformation Project on Workforce Development worked together to develop an initial learning and development framework for Self Directed Support. The project group consisted of representatives from Croydon, Hackney, Hartlepool, Leeds and Lincolnshire Local Authorities and was facilitated by Gill Goodwin from Paradigm. The group was fortunate to include colleagues from both Human Resources Departments and Workforce Development as well as operational leads from some of the different authorities. This wide mix ensured that the project group were able to look broadly at the impact of Self Directed Support on the development needs of the workforce. The initial focus of the project group was on workforce development, however it is not possible to focus on the development of the workforce in isolation and that the development of people and families in relation to Self Directed Support (SDS) is also essential. Our learning about this will grow as more people direct their support and this framework will develop as we listen to people. This framework is based on the Jigsaw Framework developed by In Control (link here). The group looked at each of the 9 information areas of the jigsaw and considered the following 4 questions in relation to them: 1. What needs to be known/ done? 2. Who needs to know it? 3. What are our ideas for learning and development? 4. What do we know of that is already available to assist us? This information provided an overarching set of learning and development considerations. Total Transformation Project 9: Workforce Development Page 2 of 29

3 The In Control Jigsaw Framework was developed to help leaders to make changes by: developing a shared understanding of the challenges ahead identifying what needs to be done first and what will only become clear later sharing solutions in ways that begin to define the pattern of what we want for the future The framework identifies a number of components: Total Transformation Project 9: Workforce Development Page 3 of 29

4 This workforce development framework is very much a work in progress and as we learn what works and where to best invest in learning and development, it is possible that priorities may change. Certainly as more individuals share their experiences, local areas will develop their own plans based on this information. This initial framework provides guidance on getting started with development of the workforce and people and families, but local need and information will dictate local priorities. We hope that this paper is a helpful contribution and starting point to this local thinking and planning. The framework highlights ideas for training and development dependent on individuals roles, and sometimes across roles. When looking at the framework that has been developed it is important to remember that the change in systems has to be more than process; it needs to be a change in culture and thinking. This requires not only learning but also great leadership to drive things forward. Total Transformation Project 9: Workforce Development Page 4 of 29

5 Information Area 1: Entitlements Information area What needs to be known/ done Who needs to know it What are ideas for learning and development What information/resources are already available Entitlements : Resource Allocation System There needs to be a transparent information system accessible to everyone Everyone, including people and families, social workers and care managers, contact and call centre workers, support providers, including PAs, first line managers, elected members, workers in universal services, SDS leadership team, people undertaking brokerage functions, finance and contracts team, quality assurance teams, complaints teams, commissioning team, HR teams, Third Sector Basic understanding of principles and processes of Personalisation Understanding of what isn t changing as well as what is Papers in Entitlement Library, In Control website. Common Resource Allocation Framework ADASS Total Transformation Project 9: Workforce Development Page 5 of 29

6 workers, wider workforce, people signing off plans. People and families Leadership team Social workers and care managers Understanding of customer pathway Understanding of RAS and charging policies Leadership team Social workers and care managers Robust understanding of values and principles Understanding of current legal framework There needs to be people skilled in supporting people who will be receiving a budget to undertake a Self Assessment Questionnaire Social workers and care managers: People undertaking brokerage functions: Knowledge of self assessment Understanding of power and culture shift Total Transformation Project 9: Workforce Development Page 6 of 29

7 There needs to be an understanding of the person and their own supporters as the experts of their needs Everyone Everyone who is a point of contact with people Understanding of power and culture shift Understanding of supported decision making Understanding of this in relation to people across social care groups Charging policies and integrated funding streams Workers need to know what the triggers are for accessing other funding streams First line managers Social workers and care managers Payments/ finance team Knowledge of current legal framework and local policies DH revised guidance on fairer charging Total Transformation Project 9: Workforce Development Page 7 of 29

8 Information Area 2: Outcomes Information area What needs to be known/done Who needs to know it What are ideas for learning and development What information/resources are already available Measuring and reporting outcomes for individuals There needs to be a good understanding of Person Centered Approaches and clarity about what is an outcome Everyone Understanding of the difference between a service response and personal outcome Understanding of outcome focused reviews Clarity about what budgets may be spent on locally REACH Standards in Supported Living (Paradigm) Quality Checkers ( Skills for People) HSA work on Person Centered Reviews Contracts, finance and commissioning staff People singing off plans Social workers and care managers People undertaking brokerage functions Understanding of relationship between outcomes and assessed needs Ability to support people to achieve personal outcomes creatively Total Transformation Project 9: Workforce Development Page 8 of 29

9 Support providers Interface with other reporting There needs to be an understanding of what needs to be reported First line managers Social workers and care managers Risk enablement panel Support providers Leadership team Understand what to report and when in relation to support planning and review Use reported information to improve support and services Know how to use reported information and feed that back into service development DoH work on aggregating outcomes Working Together for Change personalisation Iplanit : Putting the Action into Planning ( Paradigm and Aspirico) Finance and back office ( including quality/ performance teams) Know how to use reported information and feed that back into service development Total Transformation Project 9: Workforce Development Page 9 of 29

10 Information Area 3: Supports Information Area What needs to be known/done Who needs to know it What are ideas for learning and development What information/resources are already available Care management Care managers need to understand and be skilled in their role within self directed support Everyone People and families Care managers Leadership team First line managers Understanding of power and culture shift The potential and actual role of care managers the 7 steps to being In Control e.g. : sharing information assessment support planning plan sign off monitoring Project 4, Care Management Manchester Met. University Work on social work education. Newly qualified social workers pilot Care managers Leadership team First Line Managers Understanding of duty of care in context of self directed support Clarity about budgets and people who are currently supported in block contract arrangements Contact centre Know how to signpost people who aren t eligible for services Total Transformation Project 9: Workforce Development Page 10 of 29

11 workers Duty teams Broad brokerage infrastructure There needs to be an understanding of the brokerage functions by all. There needs to be a range of resources including skilled individuals or groups who can undertake the functions of plan, design and coordinate if needed Everyone People and families Third sector staff Support providers Care managers Leadership team People undertaking brokerage functions Understanding that people can choose to do this themselves Understanding of range of brokerage functions and the local response to brokerage Clear knowledge of how to support people to plan, design and co-ordinate supports CSIP toolkit: Good practice in Brokerage and Support Planning personalisation Simon Duffy and Kate Fulton s paper Should we ban brokerage? Tools for support planning There needs to transparency about local rules and criteria Everyone Elected members Clarity about what are rules Understanding of power and culture shift Ability to respond to press Support Planning website. Range of consultancy and training organisations offering this. LAs have own guides There need to be guides available for people who want to DIY People and families People undertaking brokerage functions Care managers Know how to find information New Partnerships and Dynamite project reports ( Paradigm) Total Transformation Project 9: Workforce Development Page 11 of 29

12 and social workers Top Tips In the driving seat ( In Control) Shop4 support There needs to be people skilled in supporting people to compile support plans particularly in relation to person centered approaches, creativity in support planning, costings and setting up supports and /or services if needed People and families Care managers and social workers People undertaking brokerage functions Where to find assistance in support planning Know what needs to be in a support plan Understanding of local rules Local knowledge of community recourses available free and with charge Knowledge of person centered thinking questions/tools Understanding of creativity in support planning Knowledge of different ways to manage a budget In Control guides to what needs to be in a support plan. Awareness and /or knowledge of how to set up an Individual Service Fund Understanding of what needs to be recorded Understanding and skill in costing supports and clarity about local charging policies Total Transformation Project 9: Workforce Development Page 12 of 29

13 People and families Support providers Care managers and social workers People undertaking brokerage functions Knowledge of Direct Payments and its relationship to Individual budgets Knowledge of different ways to manage budgets I.S.F. templates Finance mini book by Peter Kinsella There needs to be people skilled in signing off support plans People signing off plans Risk enablement panels Leadership team Understanding of local rules Knowledge of supported decision making Understanding of duty of care in context of self directed support Understanding of values and principles Promotion of more personalised options What is good support People and families People undertaking brokerage functions Understanding of role as customer rather than recipient of services Understanding of personal outcomes Understanding of how to be an employer ARCs work with Pas National Skills Academy Know where to get support in role of employer e.g. payroll Total Transformation Project 9: Workforce Development Page 13 of 29

14 Knowledge of local community Ability to write personalised job descriptions and person specifications Knowledge of person centered recruitment Support providers ( including PAs) Understanding of person s role as customer rather than recipient of services Understanding of personal outcomes Knowledge of local community Support providers Ability to write personalised job descriptions and person specifications Knowledge of person centered recruitment Care managers and social workers, First line managers Support providers Know where to get funding and training and what training is most useful in relation to individual circumstances Total Transformation Project 9: Workforce Development Page 14 of 29

15 Knowledge of person centered recruitment Knowledge of person centered approaches Know where to get funding and training and what training is most useful in relation to individual circumstances Wider workforce, libraries, leisure, transport etc Understanding of power and culture shift Skills in providing support to individuals based on what is important to and for them Contact centre staff Understanding of power and culture shift Total Transformation Project 9: Workforce Development Page 15 of 29

16 Information Area 4: Information Information Area What needs to be known/done Who needs to know it What are ideas for learning and development What information/ resources are already available Better ways of helping people to find out what they can buy locally Up to date information about tax, benefits, insurance People need to know what is available and how much it costs Employment law, tax and insurance information People and families People undertaking brokerage functions Care managers and social workers Support providers People and families People undertaking brokerage functions Know what is available locally Know how to access this Know if there is a central resource and how to update this Understand role of employer or employee in relation to tax, benefits and insurance Shop 4 support Some LAs producing these e.g. Hartlepool Now website Independent Safeguarding Authority Local Direct Payments services Helping people with what it takes to be a good employer Recruitment, supervision and training of staff P.A.s and Support provider organisations People and families People undertaking brokerage functions P.A.s and support provider organisations Knowledge of legal framework of employment Understanding of personal outcomes Understand power and culture shift Wrexham CC My Staff, My Say Training resources Business Link Total Transformation Project 9: Workforce Development Page 16 of 29

17 Information Area 5: Citizenship Information area What needs to be known/done Who needs to know it What are ideas for learning and development What information/ resources are already available Supporting citizen leadership Everyone Understanding what is meant by citizenship Citizenship library, In Control website Power in local communities Building capacity in local communities How we support children to grow up to be good neighbours Everyone Understanding of difference and uniqueness Small Sparks Partners in Policy making courses PHSE curriculum in schools Total Transformation Project 9: Workforce Development Page 17 of 29

18 Information Area 6: Safeguarding Information Area What needs to be known/ done Who needs to know it What are ideas for learning and development What information/ resources are already available Personalised support plans Understanding of Person Centered Approaches Positive risk taking People and families People undertaking brokerage functions Care managers and social workers First line managers Understanding of personal outcomes Understanding of supported decision making Understanding of person centered thinking Understanding of person centered approaches to risk Understanding of legal framework and Know when and how to record relevant information Safeguarding library, In Control website and Project 9 Supported Decision Making Mini book ( Paradigm and HAS) k Person Centered Risk Assessment, Peter Kinsella People signing off plans Leadership team Total Transformation Project 9: Workforce Development Page 18 of 29

19 Elected members Supported decision making Knowledge and understanding of Mental Capacity Act and supported decision making process Understanding by people and their families about their right to be safe and have dignity People and families People undertaking brokerage functions Care managers and social workers First line managers Support providers Leadership team Elected members Understanding about the right to be safe and have dignity Knowledge and understanding of Mental Capacity Act and supported decision making process and own role in supporting people in terms of informed choices Know when and how to record information Understanding of legal framework and local policies Understanding of legal framework and local policies DH work on Independence, Choice and Risk Understanding safeguarding in An understanding of People and families Understanding about the right to be safe and have Total Transformation Project 9: Workforce Development Page 19 of 29

20 the context of self directed support the law and duty of care Knowledge of ISA (vetting and barring scheme) Understanding of and procedures People undertaking brokerage functions Care managers and social workers dignity Understanding of legal context of safeguarding Clarity of local processes and know how to work in this context and processes Understanding of power and culture shift First line managers Understanding of power and culture shift Support providers Leadership team Elected members Total Transformation Project 9: Workforce Development Page 20 of 29

21 Information Area 7: Processes and Systems Information area What needs to be known/done Who needs to know it What are ideas for learning and development What information/ resources are already available New back office systems, finance and IT All workers, regardless of their role, have an understanding of culture of change and the values that underpin this approach. Call/ contact centre staff IT department Finance HR Admin Understanding of culture of change and the values that underpin this approach and how their own role supports this Understanding of new processes and IT systems and requirements Understanding of the pathway to self directed support for individuals, including monitoring and recording requirements Need for robust communication processes through LAs All workers Understanding of what is local position and model Understanding of the need for communication Total Transformation Project 9: Workforce Development Page 21 of 29

22 Safety and risk Helping the market to give people what they need and want Knowledge of housing options Commitment to person centered commissioning where LA more actively involved in designing and setting up services People and families All workers Care managers and social workers Commissioning and contracts departments Knowledge of how they fit in their role in the communication strategy and what their personal responsibilities are Understanding of positive approaches to risk Understanding of cultural mindset to support this approach Understanding of appropriate financial monitoring Knowledge of what to report when Understanding of how their role fits into more strategic planning strategies Knowledge of person centered commissioning pathways and skilled in individual Service Design Person Centered Commissioning Pathway book, idea Knowledge of individual Service Funds Housing Association workers Understanding of strategic planning based on individual outcomes in relation to housing and other areas Commissioners Understanding of knowledge of place shaping to support Total Transformation Project 9: Workforce Development Page 22 of 29

23 Better infrastructure to planning the social care workforce Providers and LA have understanding of what the demand is, shaping services to meet this. There is good knowledge of how to cost this and what skills and knowledge individuals need to deliver this well. ( linked to Adult Social Care Workforce Strategy) Care managers, social workers and all social care workers First line managers Leadership team marker development Understanding of how to feed information about individuals into broader strategic planning Understand principles and function of National Minimum Data Sets( NMDS) Skilled in strategic planning based on outcomes for individuals Understand how to use information gained from NMDS New types of worker information Some LAs have produced plans iplanit SfC Principles of Workforce Redesign Adult Social Care Workforce Strategy guidance Back office staff HR, Finance, IT and admin Understand their role in shaping and developing support structures Total Transformation Project 9: Workforce Development Page 23 of 29

24 Information Area 8: Understanding Information area What needs to be known/done Who needs to know it What are ideas for learning and development What information/ resources are already available Good written materials Clear signposting to where information is found both publically and in terms of staff communication. Clear communication plans. People and families All workers in LA Workers in more universal services Understanding of where to find information and how to contribute to it, including own personal responsibility in this if any Some LAs have written booklets Listening to real experiences of people Commitment to making speedy l ink from learning in signing off plans and other areas into guidance/tips. Written prompt sheets used. Care managers and social workers Knowledge of person centered approaches to gathering information Knowledge of range of ways to engage with people to hear their views Know how to report, when and what VPST work with early adopters of Individual Budgets Stories on IC website SCIE Social Care TV Total Transformation Project 9: Workforce Development Page 24 of 29

25 First line managers Know how to undertake person centered/outcome focused reviews and how to link outcomes from these to other reporting People signing off plans Leadership team Commissioners and contracts department Know to feed this into guidance, communication and strategic planning Ability to strategically plan based on this learning Understand need to respond to individuals Support providers Exploring deeper values that underpin change Governance and performance management issues People and families Know how to complain Understand local policies and processes All workers( including policy/complaints teams) Understand how to receive, handle and respond back to complaints Total Transformation Project 9: Workforce Development Page 25 of 29

26 Information Area 8: Tools for Change Information area What needs to be known/done Who needs to know it What are ideas for learning and development What information/ resources are already available Enable LAs to implement and sustain practical system change Link with Joint Improvement Partnership work Record and respond to learning Leadership team SDS programme teams Understand need to respond to local learning Understand how to manage change Know how to evaluate progress and make adjustments to plans as required Understand the transformation agenda and Putting People First Lancashire interim report on Self Directed Support Elected members Understand the transformation agenda and Putting People First Enable partners, e.g. NHS, Housing, and other council services to understand self directed support and work with Social Care to Knowledge of values and processes All partner workers and leaders Understanding of values, principles and processes Understand their own role in this Total Transformation Project 9: Workforce Development Page 26 of 29

27 put the citizen at the centre Focus on culture and attitudes as well as practical implementation All workers Understanding of power and culture shift Total Transformation Project 9: Workforce Development Page 27 of 29

28 Information Area 9: Leadership Information area What needs to be known/done Who needs to know it What are ideas for learning and development What information/ resources are already available Positive collaboration with peers at events Sharing ideas and information Recognizing positive contributions. Understanding of leadership as an issue for all, be it citizen, social care worker or elected member. Understanding of culture values, attitudes and mechanics of self directed support. Understanding of accountability and personal ownership People and families All workers Leadership team and first line managers Understanding of leadership as a personal issue Skills in person centered approaches to leadership Understanding of what is success and how to measure and report against it as a measure, locally and nationally Understanding of nationally required milestones and reporting Partners in Policymaking IC events Putting People First measuring progress paper Total Transformation Project 9: Workforce Development Page 28 of 29

29 Summary We hope that this framework makes a contribution to the thinking in relation to learning and development. We hope that it will be the starting point to inform learning and development strategies in the different areas and will form the basis of training programmes for a whole range of people. As part of the work, we asked representatives from Local Authorities who had been involved in earlier transformation work what would be their one piece of advice to others - in terms of what to do and what to avoid. Here are some of their responses: Speak to as many people as possible about values and principles, relating it to each person s experience and role Look at a developing people model which will put citizens at the centre of our work ( ensure it is ) Tailored to meet the training needs of a variety of groups Make sure no one is missed out or forgotten Don t underestimate the importance of long term commitment to training Change minds and change systems Principles of Workforce Redesign, Skills for Care Thank you to everyone who took the time to attend the project group and contribute to this work. Total Transformation Project 9: Workforce Development Page 29 of 29