Adult Social Care Workforce. The provision of integrated health and social care services through local multidisciplinary teams has proved to be an effective model for delivery, able to respond to customer needs swiftly, facilitate rehabilitation, and avoid admissions to residential care and hospital where ever possible. However, the existing model relies on a level of staff resources which will not be sustainable in future given the additional demands. An alternative model is being designed which will have an impact on how staff are deployed. The new care model will be built on a strengths based approach, aligning entirely to the model in use within the voluntary sector and Integrated Personal Commissioning. Adopting this approach across social care, health services, and the private, voluntary and independent sectors will bring a synergy of approach not previously seen. For social care this is building upon the previous ‘Personalisation Strategy’. This is being developed with initiatives e.g. Strengths Based Working and Making Every Contact Count (MECC) and will underpin a more from time based and care based provision to outcomes based commissioning.
Adult Social Care Workforce. The provision of integrated health and social care services through local multidisciplinary teams has proved to be an effective model for delivery, able to respond to customer needs swiftly, facilitate rehabilitation and avoid admissions to residential care and hospital where ever possible. However, the existing model relies on a level of staff resources which will not be sustainable in future given the additional demands. An alternative model is being designed which will have an impact on how staff are deployed. The new care model will be built on a strengths based approach, aligning entirely to the model in use within the voluntary sector and Integrated Personalised Commissioning. Adopting this approach across social care, health services and the voluntary sector will bring a synergy of approach not previously seen. For social care this is building upon the previous ‘Personalisation Strategy’ which was been successful in delivering a change of philosophy from time based and care based provision to outcomes based commissioning. A social care workforce strategy is in development which will underpin the above strategy and also take into account a number of specific challenges that relate to recruitment and retention of professionally qualified social workers. This has been a recent development resulting, in part, from market forces in relation to pay. Left unchecked this will have an impact on delivery of social care activity and KPIs. As part of the workforce strategy consideration will be given to the future workforce required within Health and Wellbeing Teams including changes to skill mix (to manage more the complex workloads which are resulting from legislative requirements), changes to the management of short term work and the increased application of telephone based interventions. The increased complexity of workload is being driven by the Care Act legislation, an increased number of Best Interest assessments, Court work, Domestic Deprivation of Liberty Safeguards and the increased time associated with Making Safeguarding Personal. In the past the impact of young people transitioning from children’s to adult services has been a key issue. A strategy is now in place for transitions and the Special Educational Needs and Disabilities (SEND) partnership has prioritised clarifying the pathway between children and adults services. This includes a tool to assist young people and parents. We have also identified transitions co-ordinators in the zones based a...
