Social Care Workforce Plan Sample Clauses

Social Care Workforce Plan. Delivery of Care Act compliance is a key deliverable for our social care staff and in 2018/19 we will develop and implement a workforce plan for social care services which focuses on:  Working in partnership with our community, addressing the issues faced by our most vulnerable members;  Revisiting our approach to ensure we are inclusive with users, carers and community organisations – using strengths based approaches as our principal theoretical approach and operating model;  Promoting the reputation of social work in Torbay through engagement with users and the co-design of our approach;  Supporting staff to reach their potential using a capability framework; responding to the Social Work health check and by providing support to improve resilience;  Delivering a high quality, safe and well respected service through use of quality, safety and governance processes. In 2016/17 TSDFT undertook the Social Work Health Check. The health check indicated that there are arrangements in place for structures such as flexible working, staff welfare services and exit interviews. Despite increasing allocation lists, Social Workers did not report unmanageable caseloads or sickness due to stress. However, stress is a constant issue for Social Work. Although Social Workers do find time to attend training, and they find it useful, they feel it needs improvement in terms of specialist areas and opportunities for professional development. These key areas were identified as performance and improvement priorities:  Reducing the amount of process and computer inputting  Improving training & CPD  Clarifying arrangements for supervision  Focusing on wellbeing and resilience These areas have been addressed via an action plan in 2017/18. In 2018/19 a strategic approach is sought to the supporting infrastructure and the legacy system that is PARIS.
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Social Care Workforce Plan. The Trust will ensure that Registered Social Worker’s comply with national standards under the oversight of the regulatory board Social work England and delivery of Care Act compliance is a key deliverable for our social care staff. We will develop and implement a workforce plan for social care services which focuses on:  Working in partnership with our community, addressing the issues faced by our most vulnerable members;  Revisiting our approach to ensure we are inclusive with users, carers and community organisations – using strengths-based approaches as our principal theoretical approach and operating model;  Promoting the reputation of social work in Torbay through engagement with users and the co-design of our approach;  Supporting staff to reach their potential using a capability framework; responding to the Social Work health check and by providing support to improve resilience;  Delivering a high quality, safe and well-respected service through use of quality, safety and governance processes. TSDFT have arrangements in place for structures such as flexible working, staff welfare services and exit interviews. Despite increasing allocation lists, Social Workers do not report unmanageable caseloads or sickness due to stress. Although Social Workers do find time to attend training, and they find it useful, they feel it needs improvement in terms of specialist areas and opportunities for professional development. This is a specific area for attention in the Adult Social Care Improvement plan.
Sample 1Sample 2
Social Care Workforce Plan. Delivery of Care Act compliance is a key deliverable for our social care staff and in 2016/17 we will develop and implement a workforce plan for social care services which focuses on:  working in partnership with our community, addressing the issues faced by our most vulnerable members;  revisiting our approach to ensure we are inclusive with users, carers and community organisations – using strengths based approaches as our principal theoretical approach and operating model;  promoting the reputation of social work in Torbay through engagement with users and the co-design of our approach;  supporting staff to reach their potential using a capability framework; training the Social Work health check and by providing support to improve resilience;  delivering a high quality, safe and well respected service through use of quality, safety and governance processes.
Sample 1
Social Care Workforce Plan. Delivery of Care Act compliance is a key deliverable for our social care staff and in 2017/18 we will develop and implement a workforce plan for social care services which focuses on: • Working in partnership with our community, addressing the issues faced by our most vulnerable members; • Revisiting our approach to ensure we are inclusive with users, carers and community organisations – using strengths based approaches as our principal theoretical approach and operating model; • Promoting the reputation of social work in Torbay through engagement with users and the co-design of our approach; • Supporting staff to reach their potential using a capability framework; responding to the Social Work health check and by providing support to improve resilience; • Delivering a high quality, safe and well respected service through use of quality, safety and governance processes. In 2016/17 TSDFT undertook the Social Work Health Check. The health check indicated that there are arrangements in place for structures such as flexible working, staff welfare services and exit interviews. Despite increasing allocation lists, Social Workers did not report unmanageable caseloads or sickness due to stress. However, stress is a constant issue for Social Work. Although Social Workers do find time to attend training, and they find it useful, they feel it needs improvement in terms of specialist areas and opportunities for professional development. These key areas were identified as performance and improvement priorities: • Reducing the amount of process and computer inputting • Improving training & CPD • Clarifying arrangements for supervision • Focusing on wellbeing and resilience • These areas will be addressed via an action plan in 2017/18. The Care Act 2014 requires local authorities to consider the person’s own strengths and capabilities, and what support might be available from their wider support network or within the community to help in considering what else other or alongside the provision of care and support might assist the person in meeting the outcomes they want to achieve. In practice, this means operationalising strengths based approaches into the care model. A strengths based approach is being embedded and scaled up within the new Health and Wellbeing Teams. It will become the golden thread which runs through all our interactions with people, both in terms of how we approach care and support in our teams and how our teams in turn approach care and support with t...
Sample 1

Related to Social Care Workforce Plan

  • Workforce A. The Contractor shall employ only orderly and competent workers, skilled in the performance of the services which they will perform under the Contract. B. The Contractor, its employees, subcontractors, and subcontractor's employees may not while engaged in participating or responding to a solicitation or while in the course and scope of delivering goods or services under a City of Xxxxxx contract or on the City's property . i. use or possess a firearm, including a concealed handgun that is licensed under state law, except as required by the terms of the contract; or ii. use or possess alcoholic or other intoxicating beverages, illegal drugs or controlled substances, nor may such workers be intoxicated, or under the influence of alcohol or drugs, on the job. C. If the City or the City's representative notifies the Contractor that any worker is incompetent, disorderly or disobedient, has knowingly or repeatedly violated safety regulations, has possessed any firearms, or has possessed or was under the influence of alcohol or drugs on the job, the Contractor shall immediately remove such worker from Contract services, and may not employ such worker again on Contract services without the City's prior written consent.

  • Contractor Key Personnel ‌ The Contractor shall assign a Corporate OASIS SB Program Manager (COPM) and Corporate OASIS SB Contract Manager (COCM) as Contractor Key Personnel to represent the Contractor as primary points-of-contact to resolve issues, perform administrative duties, and other functions that may arise relating to OASIS SB and task orders solicited and awarded under OASIS SB. Additional Key Personnel requirements may be designated by the OCO at the task order level. There is no minimum qualification requirements established for Contractor Key Personnel. Additionally, Contractor Key Personnel do not have to be full-time positions; however, the Contractor Key Personnel are expected to be fully proficient in the performance of their duties. The Contractor shall ensure that the OASIS SB CO has current point-of-contact information for both the COPM and COCM. In the event of a change to Contractor Key Personnel, the Contractor shall notify the OASIS SB CO and provide all Point of Contact information for the new Key Personnel within 5 calendar days of the change. All costs associated with Contractor Key Personnel duties shall be handled in accordance with the Contractor’s standard accounting practices; however, no costs for Contractor Key Personnel may be billed to the OASIS Program Office. Failure of Contractor Key Personnel to effectively and efficiently perform their duties will be construed as conduct detrimental to contract performance and may result in activation of Dormant Status and/or Off-Ramping (See Sections H.16. and H.17.).

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