Action plan
Capable, Confident, Skilled
A workforce development strategy
for people working, supporting and caring in adult social care
August 2011
Introduction
Capable, Confident and Skilled - A workforce development strategy for people working, supporting and caring in adult social care was launched
by the social care services minister Paul Burstow on 24 May 2011. This workforce development strategy is intended to support workforce
commissioning, planning and development to meet the new vision and priorities in adult social care.
Skills for Care was commissioned to produce the strategy following the publication of the Government’s Vision for Adult Social Care: Capable
communities and active citizens (DH 2010).
“Delivering the Vision (for adult social care) demands a confident, capable and well-trained workforce which is at the forefront of empowering
people to have independence and choice, and enabling them to stay healthy and active in ways that the personalisation agenda demands. We
also want a workforce which rightly takes pride in providing high quality care and support to the most vulnerable people in society... A good,
strong, well-developed workforce that is fully equipped and motivated will make a significant contribution to delivering a quality service. It is in all
our interests to invest in the workforce and to see a confident, competent workforce that is able to deliver the types of services we all want to
see.” Paul Burstow MP, Minister of State for Care Services at the launch of the strategy.
Demographic trends indicate that the demand for social care services for adults and older people will increase steadily in the coming years. That
means that we need to provide services in a very different way.
Professional boundaries amongst sectors are blurring or disappearing entirely and the shape of the adult social care market is set to change
radically which allows great opportunity to plan for the workforce in a different way.
Government policy and the focus on greater choice including increased take up of direct payments and personal budgets together with more
integrated community based and innovative solutions will impact on the shape of the social care workforce.
The workforce development strategy sets out broad areas for workforce development. It is anticipated that these will be refined over time as the
social care agenda develops. The strategy will be updated and refreshed on the basis of demand, need, results and impact. As part of Skills for
Care’s contribution to the implementation of the strategy we are now publishing this more detailed action plan to address each area of workforce
development. The action plan will be reviewed and refreshed on a yearly basis to ensure that it captures developments in social care and stays
relevant to delivering high quality services that meet the needs of carers and people who use services.
Capable, Confident and Skilled – an action plan
1. Workforce intelligence and research
The ambition is to:
ƒƒ Maintain and develop a robust, resilient and secure system for workforce data collection.
ƒƒ Continually improve the quality of data and ensure all those working in social care understand the impact on care of poor quality data and
value the contribution workforce data can make to improving people’s outcomes.
ƒƒ Support and guide people who employ their own care and support, as well as private and voluntary sector organisations and local
authorities, to collect accurate workforce data in the most efficient way.
ƒƒ Align efforts to improve information across adult social care, the NHS and public health, and improve interoperability between data
systems.
ƒƒ Promote the use of data to deliver effective workforce commissioning and planning among employers.
ƒƒ Support national, local and neighbourhood commissioners to use data in preparing integrated workforce strategies.
ƒƒ Undertake workforce research and analysis underpinned by quality data.
ACTION
BY WHOM
BY WHEN
1.1 Supporting an information and data-led approach to service development,
commissioning and workforce planning.
Skills for Care
DH, ADASS, CfWI
Learn to Care
Employers
Ongoing
1.2 Continuing to strive to minimise the burden of data collection on employers by
building on the Count (‘collect once, use numerous times’) principle, and minimising
bureaucracy to ensure only vital workforce data is collected.
Skills for Care NMDS-SC Data Ongoing with
User Group working with:
quarterly meetings
NHS IC
to check progress
Employers including local
authorities and trade
associations
DH, DfE, CQC, LGA, GSCC,
SCIE, CWDC
Social Care Workforce
Research Unit: King’s College
1.3 Ensuring that the National Minimum Data Set for Social Care (NMDS-SC) continues
towards becoming the single, comprehensive and credible source of workforce data for
employers and commissioners by:
- ensuring it remains relevant and responsive and continues to reflect the dynamic
landscape of social care
- providing targeted support for all employers to engage with NMDS-SC completion
- consulting employers and partners to ensure reports derived from NMDS-SC are relevant,
readily accessible and easy to interrogate.
Skills for Care working with
NHS IC, DH, DfE, CWDC,
ADASS, ADCS
NMDS-SC Employer Working
Group (to be formed 2011)
Ongoing
1.4 Continuing co-production work with ADASS to support local authorities with the
development of their local area integrated workforce strategies (InLAWS).
ADASS in co-production with
Skills for Care
Ongoing
1.5 Developing research surveys to fill in the gaps in existing data, e.g. a survey of the
Skills for Care
employment aspects and workforce implications of individuals including self-funders directly
employing their own care and support workers.
Autumn 2012
1.6 Providing the sector with easy to use databases on workforce research.
Skills for Care
Autumn 2011
1.7 Utilising workforce data for thematic analysis, research and briefings to support
employers and commissioners
Skills for Care
Ongoing
1.8 Skills for Care to work in partnership with the Centre for Workforce Intelligence and the Skills for Care working in
NHS Information Centre to provide strategic direction in workforce planning and intelligence partnership with
for the social care and health workforce.
CfWI, NHS IC, DH
Ongoing
2. Workforce redesign, innovation and community skills development
The ambition is to:
ƒƒ Embed workforce redesign and workforce innovation in practice and organisational culture.
ƒƒ Foster and embed innovative workforce models of care and support into all parts of the social care sector, including ways of working
effectively with assistive technologies.
ƒƒ Develop joint working with other sectors to support integrated solutions to service delivery, ways of working and workforce development.
ƒƒ Support workforce development to implement condition-specific strategies, e.g. for dementia and autism.
ƒƒ Combine neighbourhood workforce planning and community skills development to enable a better understanding of people’s support
needs and greater confidence in providing them or guiding people to the right support where necessary.
ƒƒ Develop community skills to enable those undertaking informal support roles in their community to have access to the knowledge, skills
and capacity they need.
ACTION
BY WHOM
BY WHEN
2.1 Supporting employers of all sizes and new social care employers to plan and
develop their workforces based on changing business needs.
Skills for Care working in
partnership with existing
employers, new social care
employers, HR teams and
learning and development
teams
Ongoing
2.2 Testing out in practice neighbourhood workforce planning and community skills
development, and creating practical and easy to use tools for implementation, working
in co-production with employers across the sector, community organisations, user-led
organisations and other related sector skills councils.
Skills for Care working
with early adopter sites,
Local Government, other
Sector Skills Councils,
community organisations and
commissioners
Practical guide
published autumn
2011
Learning from the
early adopters
Spring 2012
Broader support
to employers to
implement
2012 -2014
2.3 Development of practical tools and support for employers to implement the Principles
of Workforce Redesign (SfC 2008).
Skills for Care working in
partnership with employers,
HR Teams, Learning and
Development Teams
Practical guide
published
Summer 2011
Broader support
to employers
Autumn 2011 to
March 2013
2.4 Disseminating to the whole sector the ‘lessons learned’ from the new types of worker
Skills for Care working in
action learning programme, and supporting employers to embed new roles into mainstream partnership with employers,
practice.
HR Teams, Learning and
Development Teams, ADASS
and emerging Health and
Wellbeing Boards, Skills for
Health
Ongoing,
revision of
materials
annually and
priorities set for
each year
2.5 Exploring the development of new care worker roles in home and residential care to
meet the personalisation agenda.
Skills for Care working in
partnership with relevant
employers
Report due early
2012
Skills for Care working in
partnership with employers
across H&SC, DH, BIS,
commissioners, learning
and development providers,
suppliers of assistive
technology, Skills for Health
Framework
developed early
2012
2.6 Joint working between social care and health on a number of initiatives and strategies
to ensure that social care and health support is founded on shared values, behaviours,
attitudes and knowledge to include:
-
a framework for learning and development focused on assistive technology
-
a framework to embed the Core Competences for End of Life Care (DH 2009)
and the Common Core Principles to Support Self Care (SfC/SfH 2008) into workforce
development, training, qualifications and commissioning, to support reablement
Skills for Care working in
partnership with Skills for
Health, employers across
H&SC, and commissioners.
Training pack ready
by November
2011.
Offer training pack
and employer
support Winter
2011 and ongoing
-
the workforce development implications of supporting people with autism to
implement the autism strategy
Skills for Care working in
Ongoing
partnership with employers,
learning and development
providers, representational/
user led groups to promote
Skills for Care products (The
autism skill and knowledge list
and QCF units)
-
The workforce development implications of supporting people with mental illhealth
Skills for Care working- in
partnership with Local
authorities, employers
in H&SC, learning and
development providers,
representational/user led
groups, emerging Health and
Wellbeing boards
Develop a
framework
that helps
commissioners and
employers to test
and ensure that
local knowledge
about social model
of care approaches
to mental health
are embedded into
practice by Spring
2012
-
a workforce training and education development action plan to ensure that both
sectors have an appropriate qualifications framework and common core principles to
support the implementation of the national dementia strategy.
Skills for Care is working
with employers and key
stakeholders across England
-
Skills for Care will be supporting the further roll-out a dissemination of the
common core principles for supporting people with dementia
Skills for Care working in
partnership with employers
and people who use services
and carers
-
Skills for Care will be developing support resources for carers of people with
dementia for the use of the workforce supporting carers
Spring 2012
-
Skills for Care will be identifying learning and development good practice across
the sector and compiling this for dissemination
2.7 Further work on the joint skills development of the social care and health workforces Skills for Care ,Skills for Health,
to deliver integrated services.
H&SC employers, learning
and development providers,
emerging Health and wellbeing
boards
Action learning
to establish
new integrated
roles which are
emerging Autumn
2011
This may result in
the development
of practical tools
for employers
Spring 2012
2.8 Supporting positive risk-taking with practical tools to link it to services delivered across
social care.
Skills for Care working with
employers, representational/
user led and care led groups,
CQC
Publication of
practical tools
Spring 2011
Revision of tools
/case study
materials Spring
2012
2.9 Offering workforce development expertise to Health and Well-being boards, mapping
and responding to the workforce development needs of staff in relation to evolving and
emerging roles including;
ƒƒ New employers
ƒƒ Workforces for condition specific groups such as autism, people who display
challenging behaviour, people with mental health issues, etc.
ƒƒ Supporting carers
Skills for Care working with
employers, ADASS, emerging
Health and Wellbeing boards
and JSNA and Skills for Health
Ongoing
throughout
the period of
the workforce
strategy
Production of
an overview
periodically
(approx twice a
year)
3. Carers
The ambition is to:
Raise awareness and skills within the health and social care sector so that carers are:
ƒƒ Respected as expert partners in the integrated and personalised services they need to support them in their caring role.
ƒƒ Enabled to be able to have a life of their own alongside their caring role.
ƒƒ Supported so that they are not forced into financial hardship by their caring role.
ƒƒ Supported to stay mentally and physically well and be treated with dignity.
ƒƒ And children and young people are protected from inappropriate caring, and supported with their need to learn, develop and thrive and to
enjoy positive childhoods.
ACTION
BY WHOM
BY WHEN
3.1 Publishing in 2011 Skills for Care and Skills for Health’s Carers Matter – Everybody’s
Business (SfC/SfH 2011), a learning and training framework for supporting carers, with a
guide for employers and commissioners of training and a wide range of tools to support
development.
Skills for Care working
in partnership with Local
authorities, employers in
H&SC, Skills For Health,
learning and development
providers, representational/
Carer led groups
Spring 2011
3.2 Work with relevant sector skills councils and employers to ensure that the framework is Skills for Care working with
widely used in support of carers, and enables commissioners to devise bespoke training for Skills for Health, Asset Skills,
their local workforces.
Skills for Justice, Employment
agencies, H&SC employers
JSNA boards and emerging
Health and Wellbeing boards
Spring 2012
3.3 Exploring the role of assistive technologies (ATs) to help carers identify the skills and
knowledge needed (and by whom) to make ATs a real addition to carer support.
Skills for Care working with
Skills for Health, Asset Skills,
Skills for Justice, Employment
agencies, H&SC employers,
JSNA boards, emerging
Health and Wellbeing
boards, AT providers, carers
organisations and carers
centres. To be done in
conjunction with the work
listed in 2.6 (AT) above
Summer 2012
3.4 Developing specific competences, knowledge and materials to enhance the skills of
staff working with carers of those with challenging behaviours.
Skills for Care working with
Local authorities, Employers
in H&SC, Skills For Health,
learning and development
providers, representational/
Carer led groups, emerging
health and wellbeing boards
Liaison with
stakeholders
Autumn 2011
Publication
of materials
Summer 2012
3.5 Mapping and responding to emerging roles to support carers
Skills for Care working in
partnership with DH carers’
strategy team, Carers
organisations, royal college of
GP’s and emerging health and
well being boards.
Consider
findings by
early 2012.
Potentially
develop tools
and resources
Autumn 2012
4. Autonomous professionals – Registered managers
The ambition is to:
ƒƒ Support the leadership roles and tasks of registered managers in residential, domiciliary and adult placement settings.
ƒƒ Take steps to ensure that the equivalent managers in day care settings are similarly supported and recognised.
ƒƒ Help re-balance the management roles with professional practice roles.
ƒƒ Ensure that a trained and competent cohort of experienced, new and aspiring registered managers is available to meet the demands of
care providing employers.
ƒƒ Ensure that the leadership and management of care services features at appropriate levels on the QCF and that there are easy CPD
access routes for registered managers.
ACTION
BY WHOM
BY WHEN
4.1 Facilitating local skills development networks of registered managers in partnership with Skills for Care and the NSA
the National Skills Academy for Social Care, and professional associations.
working with employers, and
umbrella trade organisations
Ongoing
4.2 Seeking to ensure clear linkages between CQC’s Essential Standards, the QCF units
and qualifications for leaders and managers in care settings, and professional standards,
through dissemination of advice to employers and education providers.
Skills for Care working with
CQC
Ongoing
4.3 Ensuring that registered managers are encouraged and supported in accessing CPD.
Skills for Care and the NSA
Ongoing
working with employers, trade
organisations and the supply
side
4.4 Ensuring the management induction standards are refreshed to support aspiring and
newly appointed registered managers.
Skills for Care working with
NSA, employers and trade
organisations
December 2011
4.5 Maintaining a dialogue with CQC, employers, training providers and awarding
organisations about the demand for registered managers and how this is effectively
supplied and supported.
Skills for Care, employers,
training providers, awarding
organisations and CQC
Ongoing
4.6 Exploring how equivalent managers in day care/community settings can be similarly
supported and recognised.
Skills for Care, employers
Ongoing
4. Autonomous professionals – Social Workers
The ambition is to:
ƒƒ Have in place a publicly understood and respected career populated by high calibre social work professionals.
ƒƒ Support the creation of a College of Social Work.
ƒƒ Develop a single set of overarching professional standards which will shape what social workers should know and do as students, as
newly qualified social workers, and at different stages in their careers.
ƒƒ Develop standards for employers of social workers which set out what they should do to provide supportive working environments in
which social workers can practise effectively, including time for reflection and the development of a supervision framework.
ƒƒ Develop a CPD framework to ensure that social workers already in the profession, as well as new entrants, have purposeful learning and
development to progress their skills and practice throughout their working lives.
ƒƒ Overhaul initial social work education, including arrangements for planning high quality practice placements and post-qualifying education
with the involvement of all key partners.
ƒƒ Develop partnership working between employers and higher education institutions in providing practice placements for degree students
and continuing professional development for social workers.
ƒƒ Redress the balance between bureaucratic control and professional expertise.
ƒƒ Explore new models of employment.
ƒƒ deploy social workers effectively, including securing arrangements to support existing and new employers, social workers, people who
use services, and carers, to drive change locally.
ACTION
BY WHOM
BY WHEN
4.7 Supporting the sector to engage with, and implement the Social Work Reform Board
work, including using national and local social work networks to support consultation and
implementation of the recommendations.
Skills for Care and all other
sector organisations who
will also provide their own
responses.
31/12/11
4.8 Exploring the deployment of social workers in adult services, and new models of
employment to inform workforce commissioning.
ADASS in co-production with
Skills for Care
(selected employers/
practitioners/educators
through the SfC/ADASS
project focus groups)
31/01/12
4.9 Supporting employers undertaking the Social Work Task Force Health Check (SWTF
2009); considering and determining the most effective deployment of social workers’ skills
locally using the ADASS Advice Note (ADASS 2010).
ADASS, Skills for Care using
area networks
Promoted and supported
by the Social Work Reform
Board/Joint Social Work Unit
Ongoing
4.10 Co-production work between HEIs and employers to secure improvements in the
initial training and ongoing development of social workers.
Skills for Care
Higher Education Institutions
JUC SWEC, Employers
SWRB/JSWU
College of Social Work
SWRB
implementation
timetable tbc
4.11 Joint work of all key partners, including the College of Social Work, to ensure that the
provision of post-qualifying education is in line with the regulator’s requirements and the
new CPD framework
SWRB/JSWU
College of SW, Skills for Care
GSCC/Health Professions
Council, National Skills
Academy
Ongoing
4.12 Continuing to deliver the Newly Qualified Social Work programme (NQSW).
Skills for Care
Employers
August 2013
(taking into
account
NQSW’s starting
up to the
implementation
of ASYE in Sept
2012)
4.13 Joint work between Skills for Care and CWDC to deliver the Assessed and Supported Skills for Care
Year in Employment (ASYE).
CWDC, SCIE (for standards)
SWRB/JSWU,
Employers
1 September
2012 and
ongoing
4.14 Joint work between Skills for Care and the National Skills Academy for Social Care,
Skills for Care
working in close collaboration with CWDC, to deliver a national training programme for front National Skills Academy
line social work managers (aspiring, new and established).
(CWDC)
SWRB/JSWU
31/3/12
4.15 Exploring international social work practice to inform developments.
Ongoing
Skills for Care
BASW
5. Standards, learning and qualifications
5.1 Common induction
The ambition is to:
ƒƒ Promote and use the Common Core Principles to Support Self Care (SfC/SfH 2008), and the principles for end of life and for carers, to
embed shared values and behaviours.
ƒƒ Develop and maintain a consistent approach at the point of entry using common induction standards.
ƒƒ Integrate the approach into support for personal assistants, volunteers and emerging community and neighbourhood roles.
ACTION
BY WHOM
BY WHEN
5.1.1 Continuing to promote all common core principles.
Skills for Care and Skills for
Health
Ongoing
5.1.2 Supporting employers to use the Common Induction Standards (SfC 2010c).
Skills for Care
Ongoing
5.1.3 Expanding the use of common induction standards and common core principles to
support new and emerging employers across the sector.
Skills for Care
Ongoing
5. Standards, learning and qualifications
5.2 Apprenticeships
The ambition is to:
ƒƒ Ensure that employers continue to take a proactive and lead role in apprenticeship framework management.
ƒƒ Embed apprenticeships more thoroughly into employers’ workforce development planning.
ƒƒ Support geographical growth of provision.
ƒƒ Establish the apprenticeship concept in less popular markets that may fall outside of other funding opportunities, such as personal
assistants, domiciliary care, men working in social care and mature workers.
ƒƒ Expand provision beyond level 3 apprenticeships.
ƒƒ Expand the approach to apprenticeship to take in new and emerging social care roles such as those emerging from community skills
development in neighbourhoods.
ACTION
BY WHOM
BY WHEN
5.2.1 Continuing to work closely with employers and training providers and other partners
in the supply side to build capacity.
Skills for Care, National
Apprenticeship Service, Skills
Funding Agency, employers
and training providers
Ongoing
5.2.2 Effective targeting of resources to areas of need.
Skills for Care
Ongoing
5.2.3 Continuing to develop, manage and maintain the family of apprenticeships
programmes in order to meet the needs of the adult social care sector.
Skills for Care
Ongoing
5.2.4 Ensuring that clear and concise communication messages raise awareness to
stimulate employment opportunities.
Skills for Care, DH,
National Apprenticeship
Service together with trade
organisations and training
providers
Ongoing
5. Standards, learning and qualifications
5.3 Qualifications
The ambition is to:
ƒƒ Ensure that employers continue to lead the development and implementation of units and qualifications.
ƒƒ Establish qualifications that reflect priorities, creating career and opportunity pathways for all who work, support or care in the sector.
ƒƒ Continue to seek to rationalise and simplify qualifications relevant for the adult social care workforce.
ƒƒ Clarify current funding sources, including the Workforce Development Fund (formerly TSI) and government policy for skills development.
ƒƒ Tackle functional skills / skills for life and employability issues.
ƒƒ Continue to develop the business case for investing in qualifications and workforce skills development to highlight the benefits for learners,
employers and the wider society as well as for people who use services.
ACTION
BY WHOM
BY WHEN
5.3.1 The continued development of QCF units and qualifications to meet the evolving
needs of the adult social care workforce to ensure employers, managers and workers have
sector benchmarks that determine what they should know and what they should be able to
do.
Skills for Care working with
awarding organisations,
employers, people who use
services, carers and supply
side
Ongoing
5.3.2 The development of a higher education (HE) strategy to ensure progression from
Skills for Care working with
vocational qualifications and closer links between the needs of employers and qualifications HEIs and employers
offered by HE.
Ongoing
5.3.3 Continuing to make closer links between the strategic visions of employers and of
training providers and other partners in the supply side, including publishers and awarding
organisations.
Skills for Care working with
the National Skills Academy,
employers and supply side
Ongoing
5.3.4 Ensuring that employers have the most effective functional skills/skills for life and
employability support, and that these issues remain high on the agenda.
Skills for Care working with
awarding organisations, SFA,
supply side, Job Centre Plus
and the Department of Work
and Pensions
Ongoing
5.3.5 Supporting employers to understand the business benefits of qualifications and skills
development for the workforce.
Skills for Care working with
awarding organisations, SFA,
supply side, Job Centre Plus
and the Department of Work
and Pensions
5.3.6 Ensuring that all available funding opportunities for the adult social care sector are
Skills for Care, employers,
explored, managed and communicated to the sector, including the Workforce Development Lead partners (successful
Fund (WDF) (formerly TSI) and funding offered by the Skills Funding Agency.
WDF contract holders)
6
Ongoing
Ongoing
Recruitment and retention
The ambition is to:
ƒƒ Improve the image and status of adult social care and demonstrate its contribution to the ’big society’.
ƒƒ Encourage leaders and managers to learn and practice well in human resource management as an aid to getting recruitment decisions
right and to retain a committed workforce.
ƒƒ Promote research into what works to attract and retain workers.
ƒƒ Attract younger people, new entrants and mature workers to the sector.
ƒƒ Recognise that good practice in recruitment and retention applies beyond the paid workforce and should be tailored appropriately to
those providing additional unpaid support, e.g. volunteers.
Please note that a separate Implementation Plan will be published to complement the Recruitment and Retention strategy launched
on 24 May 2011.
7
Leadership and management
The ambition is to:
ƒƒ Have appropriate management and leadership capacity and capability across the sector.
ƒƒ Develop a cross sector approach to the development of leadership and management.
ƒƒ Support sector leaders in their strategic commissioning and workforce planning roles and provide a stronger national voice for the sector.
ƒƒ Ensure that people who employ their own workers have opportunities to develop as commissioners, leaders and managers.
ƒƒ Put in place clear career pathways, learning, qualifications and progression routes for aspiring, new and established leaders, managers
and commissioners.
ƒƒ Strengthen commissioning skills.
ƒƒ Support employers with succession planning and talent management.
ACTION
BY WHOM
BY WHEN
7.1 A leadership strategy produced by the National Skills Academy for Social Care.
National Skills Academy for
Social Care (NSA)
Autumn 2011
7.2 Refresh of the induction standards for managers to support new and aspiring
managers.
Skills for Care working with
employers and the NSA
December 2011
7.3 Delivery of fit for purpose learning and qualifications.
Skills for Care working with
the supply side and the NSA
Ongoing
7.4 Ensuring support and learning development for registered managers.
Skills for Care working with
the supply side and the NSA
Ongoing
7.5 Continuing to promote and develop practical tools for commissioners as part of the
InLAWS project.
Skills for Care and ADASS
Ongoing
7.6 Supporting employers to increase leadership and management capability and capacity. Skills for Care working with
Ongoing
employers, trade organisations
and the NSA
8
Employer engagement
The ambition is to:
ƒƒ Have a variety of mechanisms in place to communicate with all social care employers including new and emerging and seldom heard.
ƒƒ Ensure that all the employers in the adult social care sector in England are listened to and their views are accurately represented while
developing workforce development initiatives.
ƒƒ Engage with new and prospective employers as the ‘big society’ agenda develops.
ƒƒ Enable people who use services to employ care and support workers more simply and with greater confidence.
ƒƒ Ensure that we are demonstrating the value and impact of effective workforce planning
ACTION
BY WHOM
BY WHEN
8.1 Listening to what employers need and developing partnerships to deliver innovative
cost-effective solutions to employer challenges.
Skills for Care, working with
employers directly, the care
providers alliance and their
members, local employer
networks and forums
Ongoing
8.2 Further development of partnerships with Skills Third Sector, the National Association
for Voluntary and Community Action, the National Council of Voluntary Organisations,
and the Association of Chief Executives of Voluntary Organisations; particularly exploring
potential for joint work to enhance third sector workforce intelligence, and workforce
development funding dispersal.
Skills for Care in partnership
with ACEVO, NAVCA and
NCVO and working closely
with Skills Third Sector
Ongoing
8.3 Supporting the development of the wider social care workforce and the needs of new
and prospective employers.
Skills for Care in partnership
with ACEVO, NAVCA and
NCVO and working closely
with Skills Third Sector,
NAAPs, and community
catalysts
Ongoing
8.4 Widening micro employer engagement through promotion of the ‘direct employer’ offer Skills for Care in partnership
via ADASS and direct payments support organisations and networks and through locality
with ADASS,
networks.
Direct Payment Support
Organisations, User-led and
peer to peer networks,
NCIL, Arc Pa.net,
Local Employers forums and
networks,
People who use services
groups,
Locality networks
Ongoing, to take
stock at end of
March 2012
8.5 Delivery of the Personal Assistant Framework
Ongoing
Please note that a separate action plan for this is being prepared
Skills for Care in partnership
with ADASS,
Direct Payment Support
Organisations,
User-led and peer to peer
networks,
NCIL, Arc Pa.net,
Local Employers forums and
networks,
People who use services
groups
Skills for Care
West Gate
6 Grace Street
Leeds
LS1 2RP
tel: 0113 245 1716
fax: 0113 243 6417
email: [email protected]
web: www.skillsforcare.org.uk