SUPPORTED EMPLOYMENT QUALITY STANDARDS

Transcription

1 SUPPORTED EMPLOYMENT QUALITY STANDARDS Dr Stephen Beyer Welsh Centre for Learning Disabilities School of Medicine Cardiff University

2 Why? Help commissioners to deliver the most effective in delivering outcome Capable of independent verification Provide a recognised Quality Mark relevant to procurement processes Help providers to deliver best practice and to improve A nationally accredited quality standard demonstrating quality in tendering and marketing Help individuals, supporters, employers and other agencies identify the quality of services they should expect and which provider services are able to deliver that quality Support personal commissioning BASE/SUSE (2013) Proposals for a Supported Employment Quality Mark: A discussion paper

3 How? Supported Employment industry led standards? EUSE Fidelity Wider industry generic standards? ISO 9002 EFQM Funder led standards? Merlin

4 How? Supported Employment industry led standard? EUSE Fidelity Relevant to Supported Employment providers and consumers Requires sign-up from funders or investment in improvement not reflected in payment and can be undercut by in-effective services Wider industry generic standards? ISO 9002 EFQM Funder led standard? Merlin Focus attention on general good management practice and raises status of the SE industry as mainstream Often may not reflect the key processes needed for effective outcomes

5 Who? Quality standards have to be relevant to funders and this can be complicated. UK market is an example of this complexity: Local Authority Social Services commissioning (Dept. of Health) Direct service Outsourced commissioned Use of Personal Budget Mental Health Services (NHS Clinical Commissioning Groups) Work Choices (Department of Work and Pensions) Skill agenda (Dept of Education and Skills) Traineeships, Apprenticeships, Work-based training programmes Partnerships: Supported Internships with FE Colleges Post-16 funded arrangements with Schools

6 Who? Quality standards have to be relevant to funders and this can be complicated. UK market is an example of this complexity: Local Authority Social Services commissioning (Dept. of Health) Direct service Outsourced commissioned Use of Personal Budget Mental Health Services (NHS Clinical Commissioning Groups) Work Choices (Department of Work and Pensions) Skill agenda (Dept of Education and Skills) Traineeships, Apprenticeships, Work-based training programmes Partnerships: Supported Internships with FE Colleges Post-16 funded arrangements with Schools Variations across Northern Ireland, Wales, Scotland

7 Who? Quality standards have to be relevant to funders and this can be complicated. UK market is an example of this complexity: Local Authority Social Services commissioning (Dept. of Health) Direct service Outsourced commissioned Use of Personal Budget Mental Health Services (NHS Clinical Commissioning Groups) Work Choices (Department of Work and Pensions Skill agenda (Dept of Education and Skills) Traineeships, Apprenticeships, Work-based training programmes Partnerships: Supported Internships with FE Colleges Post-16 funded arrangements with Schools Variations across Northern Ireland, Wales, Scotland

8 Funder led standards- Merlin

9 Supported Employment industry led standards Can reinforce good practice processes Can provide a shared vocabulary to talk to policy makers and commissioners Can be developmental and not punitive These are often self-report because: Logistics of accreditation are problematic Costs of accreditation are problematic The structures often reflect the stages of supported employment and focus on the processes of the organisation- Model Fidelity is a key concept Some include objective outcome measurement Some focus on frontline Job Coach competencies and the Standard

10 Model Fidelity Approaches Individual Placement and Support (IPS) approach utilises model fidelity measurement Dartmouth Scales uses the Supported Employment Fidelity Scale of 25 items against which services are 'scored' - the higher the score, the higher the fidelity. The Scale was developed by Dartmouth Medical School in the United States. A fidelity review utilises: A fidelity reviewer, often two, visits a service over the course of one or two days and talks to staff and clients of the service. The reviewer will be trying to capture a snapshot of the current practices and take into account what they observe and what they see evidence of, The reviewer will talk to everyone involved in the service, such as: the clients (and families if appropriate) the clinicians in the clinical team the employment specialist who works with that team

11 Supported Employment Quality Assurance (SEQA)

12 APSE Approved Supported Employment Competencies OBJECTIVES: Will demonstrate knowledge of Introduction to Supported Employment (11) Assessment and Career Planning (7) Marketing and Job Development (14) On-the Job Training and Supports (11) Ongoing Supports (9) Managing Benefits (1) Organizational Change (6) Special Populations (7) Self-Employment (5)

13 Standards for Supported Employment Services 1. THE ORGANISATION 2. CULTURAL RELEVANCE AND RESPONSIVENESS 3. EMPLOYMENT PATHWAYS 4. WORK PLACE SUPPORT 5. COMMUNITY AND EMPLOYER RELATIONSHIPS 6. CLIENT LEADERSHIP 7. TRANSITION

14 ASENZ Standards: A focus on improvement Does Not Meet Standard (NS) Quality is well below standard and in conflict with professional and business standards/ethics. Major development work is required. Partially Meets Standard (PS) Quality is below standard in most respects and there is room for significant improvement and further development. Meets Standard (MS): Can produce evidence or observed that meets standard as written. However, there maybe some inconsistencies. And there maybe room for some improvement and development. Exceeds Standard (ES): Meets the standard as written and can produce evidence or is observed that surpasses the standard. Minor improvements may still be required. Optimal standard (OS): Quality is at the most favourable level. It is difficult to think of improvements that could be made.

15 Standards for Supported Employment Services O R G A N I S A T I O N

16 T R A N S I T I O N

17 EUSE Quality Standards The Organisation The Leadership and Management set a clear direction that leads to the delivery of a high quality service The organisation recognises, promotes and values stakeholder involvement in planning and decision-making at all levels within the organisation The organisation is committed to protecting and promoting the rights of people who are disadvantaged. A quality service is delivered by a range of professional and competent staff at all levels within the organisation

18 EUSE Quality Standards 1 Engagement A quality service is delivered by a range of professional and competent staff at all levels within the organisation 2 Vocational Profiling A Person-Centred approach is used to collect relevant information about the individual s aspirations, interests and abilities for work Individuals are supported to make informed and realistic choices about work and future career development An individual flexible plan is developed with each job seeker.

19 EUSE Quality Standards 3 Job Development Appropriate training and support to find a job is made available to the person The individual is supported to find the best possible job. 4 Employer Engagement The employer is supported to find the best person for the job 5 On / Off Job Support The employee s training and support is appropriate and effective and encourages workplace independence and progression The Job Seeker finds and sustains a paid job in the ordinary labour market The employee is a valued colleague and a full member of the workplace team The employee has opportunities for career development

20 EUSE Quality Standards

21 EUSE Quality Approach Independent (Input) Variable Standards EUSE: 15 standards with a discrete score between 0 and 100 Dependent (Output) variables: At the program level: Total number of persons who have obtained employment since the start of the program. Total number of persons who have obtained employment since the start of the program, divided by the number of years of the program. Total number of persons currently working. Total number of persons currently working, divided by the number of years of the program Proportion of users by type of dwelling (residence, family home, supported living, independent).

22 EUSE Quality Approach Proportion of contract by type of contract (temporary or permanent). Average salary At the worker level: Type of working hours (partially or continuous). Weekly working hours. Monthly Salary. Type of contract (temporary or permanent). Benefits (yes or not).

23 UK BASE/SUSE SE Quality Mark All providers of specialist employment support should be subject to inspection using a common set of standards founded on evidence-based practice. Quality inspections should be proportionate and fit for purpose. Best practice should be identified and widely disseminated. Providers should adopt quality assurance processes that are designed to enable benchmarking across the sector.

24 BASE/SUSE Quality Framework 1. Leadership, Management & Achievement a) The service is provided with clear leadership and direction b) The service implements a strategic plan with short, medium and long term goals and objectives for service development that are linked to customer needs and expectations c) The service sets demanding job outcome targets which are monitored and met d) The service defines quality assurance approaches which analyse data and feedback on the service to build upon its strengths and address any areas for improvement e) The service structure promotes clear communication, responsibilities and accountability f) The service has a clear understanding of key, local and national policies and has explicit links to multi-agency strategies g) The service complies with legislative requirements and has robust policies and procedures to ensure the health, safety and well-being of jobseekers h) There is a clear understanding of local labour market needs and circumstances i) The service understands local demographics and gauges equality of access and achievement within the service

25 BASE/SUSE Quality Framework j) The service promotes and resources a learning culture in which creativity, innovation and risk-taking is supported and where staff and individuals feel empowered k) The service provided is impartial and objective in its relations with employers and jobseekers 2. Effective Use of Resources 3. Staff Capability and Competence 4. Engagement & Partnership

26 BASE/SUSE Quality Framework 5. Model Fidelity a) The service recognises that everyone can work with the right support and the right job match b) Person centred approaches are used to collect relevant information about the jobseeker s aspirations, requirements, interests and skills and this information is collated into co-produced vocational profiles c) The service provides Better Off Financial Calculations for all jobseekers to inform their decisions on employment d) Individuals are encouraged to make informed choices about work and future career development e) Jobseekers are encouraged There is a focus on increasing and maximising hours 15 to maximise their working hours to meet their needs f) Co-produced action plans are used to support the jobseeker through the supported employment process. These are regularly monitored and reviewed with relevant parties g) The service identifies and agrees clear learning objectives for any work experience and pre-employment activity h) Rapid progress is made towards employment. The frequency and intensity of support is agreed with customers i) The service seeks competitive and inclusive employment where the employee receives the same rate of pay and benefits as other employees doing the same job j) The service ensures that self employment and a variety of locally available jobs are considered

27 BASE/SUSE Quality Framework 5. Model Fidelity k) Employers, across a range of sectors, are supported to identify appropriate vacancies through creative job design and job creation techniques l) To ensure an effective job match, job analysis is used to systematically identify the skills and other requirements needed to undertake the role. m) Employers are supported to understand their responsibility for the management and training of their employees. n) The service supports employee learning through the most natural methods, using structured training techniques where needed. o) The service can demonstrate that clients develop personal, social and vocational skills. p) The service supports customers to be socially included within the workplace q) The service supports customers to identify reasonable workplace adjustments and put them in place r) The service supports customers to resolve conflict and problems, including issues associated with safeguarding, harassment and discrimination s) Customer requests for support are responded to in a timely manner t) The service provides time unlimited, individualised support for customers.

28 Core outcome indicators Even if there is no agreed national Quality Standard is is still useful for Supported Employment Services to collect relevant data This helps them: Market about their outcomes and compare to other employment models Let consumers know what they can expect from employment Tell commissioners what supported employment is costing and saving them Tell Government what supported employment is costing and saving them Can identify outcomes for wider funding agencies (e.g. Health) and contributions of supported employment to wider policy agenda (e.g. poverty)

29 SE Outcome Indicators Pippa Coutts Steve Beyer

30 SE Outcome Indicators Reducing poverty agenda Pippa Coutts Steve Beyer

31 SUSE SE indicators Pippa Coutts Steve Beyer

32 Importance of staff competence standards Can be reflected in a wider SE Quality Standard Assists in career identification and development Bridges organisational process and client outcome In the UK a policy to increase employment for LD led to a National Occupational Standard for Supported Employment A battle ground for organisations: Specialist providers vs generic providers Still need buy in to a SE model

33 LSI SE02 Advise employers about the benefits, processes and practices to recruit and retain a diverse workforce Performance criteria. You must be able to: P1 identify local, regional and national sources of labour market intelligence P2 access and interpret statistics on the nature of businesses operating on a local, regional and national basis P3 develop and articulate the business case for a diverse workforce to employers in the local area P4 make initial contact with employers across sectors to promote the business case for a diverse workforce P5 provide support to employers to overcome perceived and actual barriers to employing and retaining a diverse workforce P6 secure the employer s commitment to engage in the supported employment process P7 enable employers to maintain productivity whilst customising jobs to meet the needs of individual job seekers P8 propose reasonable adjustments that employers could make to facilitate the recruitment and selection, support, mentoring and management of a diverse workforce P9 support employers to meet current national and European employment and equality legislation requirements for the workforce

34 LSI SE02 Advise employers about the benefits, processes and practices to recruit and retain a diverse workforce Knowledge & Understanding. You need to know and understand: K1 local, regional and national sources of market intelligence and how to access them K2 key employers locally, regionally and nationally and their interest and engagement in supported employment K3 the business case for employers recruiting and retaining a diverse workforce K4 how to make initial contact with employers across different sectors in a way that engages and interests them K5 the main concerns and perceived barriers for employers in recruiting and retaining a diverse workforce and how to address them K6 how to secure the employer s commitment to engage in the supported employment process K7 the types of advice and awareness training employers may require to understand the support requirements of job seekers K8 ways in which jobs and recruitment and selection processes can be adapted to meet employer and job seeker needs K9 processes that employers may adopt to support employees who become sick, disabled or stressed while at work Etc.

35 Conclusions Systems of Quality Standards are heavily dependent on the funding context and whether commissioners can be convinced to buy into the initiative The existence of independent competency quality standards for staff competency helps the process Outcome measurement remains an important part of quality improvement and maintenance even if it is not an intrinsic part of a Quality Standards system Quality Standards need to be future proof: Independent Job Coaching? Use by consumers of Personal Budgets? New commissioning arrangements such as a provider pool and spot contracts? Widening client groups?

36 Thank you Dr. Stephen Beyer Welsh Centre for Learning Disabilities Institute for Psychological Medicine and Clinical Neurosciences School of Medicine Cardiff University