819148731
Working to
Put People First
The workforce development strategy for
Adult and Community Services
Including
0
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Contents
Executive Summary
2
Chapter 1:
Introduction
4
Chapter 2:
Vision
8
SECTION A: WORKFORCE PLANNING
Chapter 3:
Workforce Planning in ACS
11
Chapter 4:
Market Shaping
14
SECTION B: ADULT & COMMUNITY SERVICES
Chapter 5:
Cultural Change in ACS
17
Chapter 6:
Technical Skills & Knowledge in ACS
21
SECTION C: ENABLING MARKET SHAPING
Chapter 7:
Delivering in the PVI Sector
24
Chapter 8:
Cultural Change in the PVI Sector
25
Chapter 9:
Technical Skills & Knowledge in the PVI Sector
27
Chapter 10:
Service Users and Carers
29
APPENDICES
APPENDIX 1:
Summary of Workforce Development Strategy supporting Devon’s 31
Putting People First programme
Including
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Executive Summary
Delivering the national vision set out in Putting People First is
a critical objective for Adult & Community Services in Devon.
The programme must be fully implemented by April 2011.
This landmark protocol sought to set out and support the
Government’s commitment to independent living for all adults.
It also outlined the shared aims and values, which will guide
the transformation of adult social care. It was unique in
establishing a collaborative approach between central and
local Government, the sector’s professional leadership,
providers and the regulator. It sought to be the first public
service reform programme which recognised that real change
would only be achieved through the participation of users and
carers at every stage. It recognised that sustainable and
meaningful change depends significantly on our capacity to
empower people who use services and to win the hearts and
minds of all stakeholders, especially front line staff. Local
government would need to spend some existing resources
differently and the Government would provide specific funding to support system-wide
transformation through the Social Care Reform Grant, in line with agreements on new burdens.
A number of projects and initiatives have already been put in
place to move towards the objectives set out in Putting People
First. Some of these projects have now ended but others
continue (e.g. REMAS, Personal Budgets, Telecare) but all
activity has now been brought together under one Putting
People First Programme, which has been developed to focus
on four major themes:


Universal Services
Early Intervention and
Prevention


Social Capital
Choice and Control
Existing projects and ones created in the future under this
programme may have an impact on the size, structure and
skills of the whole workforce. This needs to be described in a
workforce strategy.
Workforce development is a vital underpinning element to this
programme and will therefore sit across the programme
structure and will be represented on each of the project boards.
In April 2009 Working to Put People First: The Strategy for the Adult Social Care Workforce in
England was published. This document replaced The Workforce Strategy Interim Statement –
Working to Make it Happen, which outlined workforce issues at the heart of delivering on Putting
People First.
This strategy identified six key priorities for the workforce going forward:
 Leadership.
 Recruitment and retention.
 Workforce remodeling and commissioning.
Including
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


Workforce decelopment.
Joint and integrated working between social and health care and other services
Regulation, assuring public safety and raising standards of care in the social care
workforce.
The Social Care Workforce Development Team aims to
provide strong support in the delivery of this demanding
programme. Our vision, drawn directly from Working to Put
People First, is one of a confident, enabled, and equipped
social care workforce – a workforce who are able to deliver
truly person centred care and understand and see the key role
that they are making to delivering transformation. We see a
workforce that is growing in confidence, learning and skills, led
by inspiring leaders and championed by government. A
workforce which supports the cultural shift from:




Clients to citizens
Expert to enabling
Safety net to spring
board
Welfare to well being


‘Freedom from’ to
‘freedom to’
Transactional
change to
transformational
change
Against this context we have identified a five-stream approach
that will deliver effective interventions across the programme.
The five streams are:
 Workforce Planning
 Cultural change
 Technical knowledge and skills
 Service Users and Carers
 Market shaping in the Private Voluntary and
Independent (PVI) Sector
This document sets out our workforce development strategy,
provides details of the development interventions to be
implemented and highlights how these align to both the
Working to Put People First national strategy and also the
Putting People First programme that has been set up by Adult
& Community Services in Devon.
We and our team of highly skilled and professional Workforce
Development and Senior Workforce Development Advisers aim
to deliver this programme by fully utilising our established business partner model. By working
closely with our frontline Adult & Community Services colleagues to understand their challenges
and development needs we are able to provide high quality workforce development solutions
that are innovative, effective and practical. This also enables us to be flexible and respond to
the changing needs of Adult & Community Services. We believe this approach will be crucial to
the delivery of this strategy.
Piers Tetley
Workforce Development Manager
Katy Kerley
Tom Woodward
Workforce Development Team Manager
Workforce Development Team Manager
Including
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Chapter 1: Introduction
1.
2.
3.
Demographic trends combined with
financial constraints demand a fresh look
at how Adult & Community Services
deliver services, to target its resources at
those most in need and empower others
to maximise their independence.
The transformation of services will be
developed in partnership with existing
service users (both public and private),
their carers and interested parties. User
reference groups have been set up to
facilitate engagement and other
reference groups (e.g. staff) will follow.
5.
Personal choice and control are at the
heart of this transformation. All citizens
will have access to information and
advice regarding how to identify and
access options available in their
communities to meet their care and
support needs.

Devon already has a modernised
care pathway for our assessment
process.

Devon already has a single point of
access for universal offer but it
centres on Older People and People
with Physical Disabilities and has not
yet been properly applied to Learning
Disability and Mental Health.

Devon have developed a brokerage
service to negotiate the best deals for
individuals.

Devon’s Complex Care Teams are
already integrated and this
programme will help target their work
to those in greatest need.
7.
To achieve the outcomes required within
the Putting People First strategy there
will be significant redesign in process,
practice and culture to transform adult
social care into a system capable of
delivering support tailored to individuals
and local population.
8.
A programme has been developed to
focus on four major themes through
which specific projects have been
developed to deliver the required
changes:

Universal Services
This theme covers access to
universal services such as transport,
leisure and education as well as
information, advice and advocacy
with the key principle being that there
is an offering available to all,
irrespective of their eligibility for
Social Care Funding.

Social Capital
The aim of this theme is to ensure
Devon faces a particular set of
challenges and opportunities in relation
to this transformation:
Challenges
Even higher financial constraints than
other local authorities because of:

Devon still has expensive in-house
residential and domiciliary care
services.
Opportunities
This national government programme
must be fully implemented in Devon by
April 2011.
4.
6.

Personalisation is to be the cornerstone
of public services. This means that every
person who receives support, whether
provided by statutory services or funded
by themselves, will have choice and
control over the shape of that support in
all care settings. The national vision is
set out in Putting People First. This
vision is jointly owned across central and
local government, user-led and
professional leadership organisations
and employers.
Higher demographic pressures due to
Devon’s ageing population.
Including
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that everyone has the opportunity to
be part of the community and
experience the friendships and
support that can come from families,
friends and neighbours. This will be
achieved by using the potential of
people within the community to
transform the way Social care is
delivered and will result in reducing
social isolation and provide a sense
of belonging.

also provide practical delivery of
equipment and monitoring.

Early Intervention and Prevention
This theme focuses on helping people
early enough and in the right way, so
that they stay healthy, recover quickly
and maintain their independence.
Choice & Control
This theme will ensure that people
have the choice and control over their
own care which enables real
decisions to be made. Devon will
seek to increase the number of
Personal budgets held by clients,
encourage person centred outcome
based planning and deliver greater
choice to clients in meeting those
outcomes.
Devon will look to ensure that people
who need support can design it
themselves, understanding quickly
how much money is available for this,
and having a choice about how they
receive support and who manages
this.
The principal features within this
theme will be to provide crisis
intervention, providing immediate
care packages with the aim to reduce
dependency on acute care. It will
Figure 1:
Programme Structure
Including
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This theme focuses on two key
elements:

The assessment and provision of
personal budgets available to
meet identified needs.

The review and implementation of
greater choice in delivering care.
9.
The programme has been structured
around these themes, with specific
projects identified. Each theme will be
sponsored by a Programme Board
member, with each project stream led by
a senior business manager (See Figure
1).
10.
In April 2009 Working to Put People First:
The Strategy for the Adult Social Care
Workforce in England was published.
This document replaces The Workforce
Strategy Interim Statement – Working to
Make it Happen, which outlined
workforce issues at the heart of
delivering on Putting People First.
11.
This strategy identified six key priorities
for the workforce going forward:

Leadership – leaders will need to
work together across sectors to drive
change, supporting and involving
local communities.

Recruitment and retention – the
workforce should be drawn from a
wide base of cultures, skills and
attributes within local communities but
this remains a challenge.


Workforce remodelling and
commissioning – it is important to
re-shape the workforce so it has the
right people with the right skills
undertaking the roles and tasks which
people using services want.
Workforce development – aimed at
creating a more confident,
empowered and diverse workforce
with increasingly sophisticated skills
in order to secure the dignity, quality
of services and quality of life of those
people receiving social care.
Including
6

Joint and integrated working
between social and health care and
other services – so that people who
use services can be reassured that
the workforce will work across
organisational boundaries to meet
their needs.

Regulation, assuring public safety
and raising standards of care in
the social care workforce – this is a
priority for employers but will also be
promoted through professional
regulation by the General Social Care
Council (GSCC) and through service
regulation by the Care Quality
Commission (CQC).
12.
As workforce development is a vital
underpinning element to this programme
it will sit across the programme structure
and will be represented on each of the
project boards. It also has overlaps with
the communications strategy for the
programme.
13.
This paper sets out the Workforce
Development strategy for delivering
Putting People First in Devon. It is
divided into two major sections. Section
One focuses on internal workforce
development strategy. Section Two
focuses on workforce development
strategy in the private, voluntary and
independent sector.
14.
Each section will highlight where the
strategy links to the programme themes
and to the national Working to Put
People First strategy.
15.
Adult & Community Services is made up
of 6 divisions:

Business Support and Finance.

Joint Strategic Planning and
Commissioning.

Learning Disability.

Older People and Physical Disability.

Mental Health.

Adult Learning.
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16.
17.
18.

Adult & Community services has a
workforce of 2,933 undertaking a wide
range of roles, including:

Manages Service User and Carer
involvement in learning and
development.

Social workers and Social work
support staff.

Residential care workers.

6.4 FTE posts.

Day care workers.


Home care workers.

Registered managers.
Commissions and delivers training
for Adult & Community Services
and Children & Young People’s
Services provider teams.

Occupational therapists.


Other staff in support roles.
Includes Devon Care Training,
which offers a free training and
workforce planning service to the
private, voluntary and independent
sector workforce.
The private, voluntary and independent
sector providing social care in Devon has
a workforce of approximately 23,500 and
provides a wide range of services,
including:
Private, Voluntary and Independent
Sector Team

Residential Care.

Domicillary Care.
Additional support for the implementation
of this strategy will come from our close
working relationship with the following
teams within the Workforce Development
Service:

Specialist Dementia Care.

Leadership and Management.

End of life Care.

Qualifications.

Personal Assistants.

Recruitment.

Supported Living.

Social Work Education.
19.
The Social Care Workforce Development
Team is part of the Corporate Resources
Directorate. It is headed up by a Senior
Manager who is business partner for
Adult and Community Services and
Children and Young Peoples Services.
The team is divided into 2 sub teams,
each managed by a Workforce
Development Team Manager:

Commissioning, Safeguarding and
Involvement Team

6.5 FTE posts.

Commissions and delivers training
for Adult & Community Services
and Children & Young Peoples
Services commissioning teams.

Manages Devon’s multi-agency
Safeguarding Adults training.
Including
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Chapter 2: Vision
20.
21.
22.
23.
Putting People First sets out a vision to
transform the social care workshop. As
the purpose of this strategy is to deliver
Putting People First in Devon it is
appropriate that our strategy should
adopt the same vision.
roles and ways of working will be
demanded by people who use services.
Our vision is therefore one of a confident,
enabled, and equipped social care
workforce – a workforce who are able to
deliver truly person centred care and
understand and see the key role that
they are making to delivering
transformation. We see a workforce that
is growing in confidence, learning and
skills, led by inspiring leaders and
championed by government. A
workforce which supports the cultural
shift from:
24.
‘The transformation of adult social care
will also impact as much upon those
people working in the direct delivery of
care and support as it will upon those
people leading, managing and
commissioining adult social care.
25.
‘The introduction of personal budgets
means that carers – family, friends,
neighbours and volunteers – who have
helped people to live their lives so fully
over many years may become more
formalised. More people using services
may chose to employ people directly.
This means that there will be both
challenges and opportunities in ensuring
people are supported and developed to
do their job, as well as enabling people
who use services to be effective in their
role as employers.’
26.

Clients to citizens.

Welfare to well being.

Expert to enabling.

Transactional change to
transformational change.

‘Freedom from’ to ‘freedom to’.
We believe that a four-stream approach
to our workforce strategy will enable us
to achieve the vision and address the
issues identified above. The four
streams are:

Safety net to spring board.

Bringing about cultural change within
social care.

Giving staff the technical knowledge
and skills required to deliver
personalisation.

Supporting service users and carers

Managing the market in the private,
voluntary and voluntary sector.
The implementation of Putting People
First will represent a change for
everyone, though the scale of this
change will be different for different
people. This change will affect staff in
both Adult & Community Services and
the private, voluntary and independent
sector.
As it states in Working to Put People
First, ‘In the future, people will
increasingly employ their own workers
and access services where the norm will
be multi-agency teams comprising social
workers, occupational therapists,
personal assistants and managers
working alongside health workers,
housing officers, leisure assistants,
volunteers, and carers. Increasingly new
27.
Cultural change
This is the largest and most important of
the streams. There are a number of
hurdles around staff beliefs and attitudes
which will impact on the success of
Personalisation and which would need to
be addressed as part of this strategy:

Including
8
Staff accepting the idea that providing
social care does not have to involve
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direct control and that people can
make their own choices and seek
their own outcomes, even if this is not
what we would have done.

Belief that people will want the task of
organising their own care.

Fears that people will abuse the
system.

Concern that Personalisation will
reinforce inequalities.

Doubt about capacity in the market.

Personalisation does not address
people currently ineligible and ‘lost to
the system’, attracting new demand.
28.
Technical Knowledge & Skills
This stream is aimed at ensuring that
staff understand the key systems and
offerings that underlie the
Personalisation agenda and also have
the basic skills required for social care.
It is also aimed at ensuring managers
have the right skills to lead that change.
29.
Service Users and Carers
For Personalisation to work effectively,
Service Users and Carers need to be
able to understand what is involved for
them and also have the ability to take on
the new responsibility that comes with
choice. An element of this would be
covered by Care Management workers at
the time they discuss this with the
Service User or Carer but we believe that
there would be some benefit in upskilling
key Service Users and Carers to help
facilitate this. Although this will not
directly create an enabling workforce, we
believe it would indirectly support this
objective by making it easier for staff to
introduce personalisation to Service
Users and Carers.
30.
Market Management in the Private
Voluntary and Independent (PVI)
Sector
The success of Personalisation will also
depend greatly on the capacity of the
market to be able to deliver services
required by individuals who are receipt of
Direct Payments or Individualised
budgets. It is essential to ensure that the
workforce within the PVI sector are ready
to respond to the demand of both
increased service delivery and the
development of new and innovative
services that may not have been
available in the more traditional approach
to Social Care.
Any activity in this area will need to focus
on:

Creating mutual trust between staff
and service users/carers (the latter’s
involvement in any delivery,
especially around people who have
successfully experienced
personalisation will be vital).

Shifting staff from a ‘telling’ to a
‘listening’ mindset.

Encouraging staff to let go of
‘professional’ control.

Promoting the ideas of supporting,
enabling and empowering – what this
mean (theoretically and in reality) and
why it is important.

Emphasising that Personalisation can
work for anyone.

Demonstrating that there is an
innovative market that can cope with
the Personalisation agenda.
Engagement with staff will be crucial to
the success of our plans around cultural
change and this will have to begin in the
development stage. Therefore a Staff
Reference Group will be set up to be
both a potential reference point for all the
changes related to Personalisation but
also around the plans for Cultural
Change training.
Including
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Section A
Workforce Planning
Including
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Chapter 3: Workforce Planning in ACS
31.
At its simplest, workforce planning is
about ‘trying to predict the future demand
for different types of staff and seeking to
match this with supply’ (A Health Service
of all the talents: Developing the NHS
workforce).
Effective workforce planning helps
organisations identify future workforce
challenges and priorities. It provides a
sound foundation to develop a
successful local workforce development
strategy.
There is no one set model of workforce
planning, nor is it a mechanistic or static
process. Essentially, it is about
analysing our current workforce, and
then extending that analysis to identify
the future skills and competencies
needed to deliver new and improved
services.
Workforce Planning for ACS must be
undertaken as a collaborative approach
between Human Resources and
Workforce Development and Senior
Operational Management. This must
also be done in partnership with NHS
Devon and Devon Partnership Trust if it
is going to be relevant and successful.
The comparison between
the present workforce and
the desired future workforce
will highlight shortages,
surpluses and competency
gaps, whether due to
external pressure or internal
factors.
These gaps become the
focus of a detailed
workforce plan, identifying
and implementing strategies that will
build the relevant skills and capacity
needed for organisational success.
32.
Strategic Analysis
Strategic Analysis, also called future
mapping (Idea), is a powerful process for
creating vision, deciding how to achieve
it and generating a motivation to act. It
helps creative thinking and the sharing of
ideas and builds a strong sense of
common purpose. This process will be
an essential aspect of the PPF
programme and will need to be
undertaken at an early stage. Initially
this should be done by the board
including key service senior managers
and will set the direction of travel for the
future.
33.
Demand Forecasting
Predicting the demand must be based on
the strategic analysis and vision for how
our services will need to look in the future
Workforce planning underpins and
supports service delivery improvement. It
helps an organisation to:

Explore the future, assess options
and define its objectives.

Identify the best-fit future workforce to
meet these objectives.

Put in place an effective programme
of action to develop its future
workforce.
It is about finding practical solutions to
identify, attract and retain the right
people to deliver the organisation’s
vision.
Including
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to deliver the personalisation agenda in
Devon.
change necessary for organisational
success.
Putting a good Human Resource and
Workforce Development plan together
requires the business to make a
reasonably accurate forecast of
workforce size. Key factors to consider
in this forecast are:
Reports from our computerised
information systems such as PRISM and
the National Minimum Data Set (NMDS)
are the most effective way to manipulate
workforce data. However as we know,
one of the key issues with this is the
accuracy of and access to the data. If
information is not accurate the activity
provides limited effective support. Whilst
workforce planning is not a science, the
availability of good data is crucial to the
process.
Demand for existing and new services:
34.

Business disposals and service
closures, such as our residential
services.

Introduction of new technology
(changes to Care First 6).

Cost reduction programmes (most
usually involve a reduction in staff
numbers somewhere within the
business).

Changes to the organisational
structure.

Strategic partnerships with NHS
Devon and DPT.
35.
Supply gaps can be associated with
national and local labour market
shortages. This may include a wide
range of professions but in particular for
ACS those of social workers.
Forecasting Supply
The starting point for estimating supply is
the existing workforce: ACS should take
account of:

Gaps can also be identified by
understanding:
Scheduled changes to the
composition of the existing workforce
(e.g. Changes to OT workforce,
integrated teams, transfer of
residential staff to PVI sector).

Normal loss of workforce - e.g.
through retirement, ‘normal’ labour
turnover.

Potential exceptional factors - e.g.
actions of other Local Authorities that
create problems of staff retention
such as Social Workers.
Gap Analysis
In simple terms by comparing the
forecast workforce demand and supply it
is possible to compile a forecast of net
workforce size. This then needs to be
compared with the strategic requirements
for the business. The result is the
‘workforce gap’.
The ability to gather the correct, accurate
information must be the foundation stone
for effective workforce planning. The
amount of information and the
information sources will of course
depend on what ACS is hoping to
achieve and the breadth and depth of the
Including
12

Changes in demand associated with
modernising the way that services are
to be delivered including changing
roles, new skill mixes, different ways
of delivering services e.g.
externalising residential services,
partnerships with Health.

Skills shortages within the workforce.
This may include basic/essential
skills, customer care skills, statutory
qualifications, managerial
competences, project management
and skills required to deliver egovernment.

Areas of inefficiency in the directorate
caused by poor performance
management, inappropriate job
design and lack of training.
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
36.
Wastage caused by the ageing
workforce including ill health and
early retirement.
Recruitment challenges in ACS
The local government workforce survey
2008 indicates that the local government
sector is addressing many of its
workforce challenges. However, it also
shows that there are still many
occupations where local authorities
struggle to recruit and retain suitably
skilled staff. One of these areas is Adult
and Children services Social Workers.
Locally this analysis of workforce data,
such as turnover and age, and the gap
analysis of skills needed and shortages
for the future allows us to pinpoint priority
areas for developing the workforce.
37.
Strategy Development
The role of HR and WD across the three
organisations will be to develop plans to
close the gap such as:

Recruitment Strategies.

Retention Strategies.

Workforce Development Strategies.
These can be developed through
enhancing existing approaches and
focusing on the areas identified in the
gap analysis and supply forecasting.
Including
13
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Chapter 4: Market Shaping
38.
39.
In A to Z: Mapping long-term care
markets, the Resolution Foundation
described how the system of long-term
care for older people operates as a
mixed market of funding (coming from
the state and the individual) and supply
(with care provided by the state, private
and third sectors). The market is mixed
in this way mainly because care is a
‘social’ good: i.e., something which the
state has a responsibility to provide
(either directly or increasingly via
financial contributions) to the most
vulnerable in society, and those who
cannot afford to buy it themselves.
40.
As such, the ‘social market’ of care is
quite different from a ‘private market’,
supplying consumer goods. For
example, the supply of care cannot be
left to regulate itself with minimal state
interference, as people need a ‘safety
net’ of state protection. Pure efficiency is
also not desirable in a social market, as
this needs to be balanced with fairness
and equity. In this context, the state has
a role to play to ensure that the market
operates fairly, so that everyone, even
the most vulnerable, can access good
quality care at a reasonable price.

Sufficient volume: Enough services
in their area to access care when they
need it.

Variety: A mixed range of services to
choose from so they can access the
type of service that best meets their
needs.


41.
Adequate quality: Good quality
services so that they can choose
services freely, without worrying if
they are sub-standard.
Affordability: Affordable services, so
they have real choice and are not
priced out of the market.
Including
14
Regarding supply:

Robust Market Intelligence and
supply mapping which highlights
areas of gap in provision.

Care providers are supported to
remain sustainable in the market and
improve their services.

A wide range of different providers
(large, small, voluntary and for profit,
specialist and mainstream etc.) are
actively encouraged.

Care providers are encouraged and
rewarded for being flexible and
responsive to older people’s needs
and reacting quickly to changes in
demand and niches in the market.

Entry by new providers to meet
niches and unmet demands is
facilitated.

Care providers are helped to provide
value for money services whist
remaining financially viable.
Regarding demand:

Care users, their carers and families
are supported by a well developed
system of information, advice,
advocacy and brokerage to make
choices which meet their needs, or
have their care planned and
purchased for them.

Local infrastructure also helps
support older people make choices
(e.g. transport, housing, and
mainstream services such as libraries
and colleges).

Care users, their carers and families
are encouraged to plan ahead and
consider the costs of care in advance
so they have sufficient resources to
access the care they want when they
need it.
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42.
By shaping a market effectively, the
range, quality and quantity of care
available will meet the needs of the entire
older population – local authority- and
self-funders alike. This will help support
independence and choice, as well as
achieve a range of wider goals, such as
promoting wellbeing and inclusion.
43.
This can also deliver efficiency gains:
stimulating third and private sector care
supply, reduces the burden on local
authorities to provide their care ‘in
house’, and shaping a care market which
focuses on keeping people in their own
homes and preventing intensive care
needs, saving resources in the longer
term.
44.
Market shaping can also deliver a range
of economic benefits – such as bringing
businesses in to the local area, creating
local employment and improving adult
skills.

Challenges to overcome

Poorly informed consumers who
lack the ability and/or confidence
to make an active choice of care
provider and express their needs
clearly.

Poor financial preparation for care
costs on the part of consumer,
leading to financial constraints
among those financing their own
care.

Local authorities acting as
purchaser on behalf of statefunded older people meaning
needs are aggregated into a fixed
‘menu’ of services, thereby
obscuring real demands from
providers.

As local authorities are often the
single largest purchaser in an
area, providers focus their time on
winning council contracts rather
than identifying and responding to
individual consumer needs.
Including
15

Overall, there is little information
collected regarding the needs and
purchasing behaviour of older
people, particularly self-funders,
so suppliers have poor market
information.

Reliance on informal care can
mask unmet need in the market
and makes it harder for providers
to identify potential new niches
and clients.
819148731
Section B
Adult & Community
Services
Including
16
819148731
Chapter 5: Cultural Change
This is the largest and most important
of the strategic streams as this cuts
across the whole programme. There
are a number of hurdles around staff
beliefs and attitudes which will impact
on the success of Personalisation and
which would need to be addressed as
part of this strategy:
45.

Staff accepting the idea that
providing social care does not have
to involve direct control and that
people can make their own choices
and seek their own outcomes, even
if this is not what we would have
done.

Belief that people will want the task
of organising their own care

Fears that people will abuse the
system.

Concern that Personalisation will
reinforce inequalities.

Doubt about capacity in the market.

Personalisation does not address
people currently ineligible and ‘lost
to the system’, attracting new
demand.
mean (theoretically and in reality) and
why it is important.

46.
Any activity in this area will need to focus
on:

Creating mutual trust between staff
and service users/carers (the latter’s
involvement in any delivery,
especially around people who have
successfully experienced
personalisation will be vital).

Shifting staff from a ‘telling’ to a
‘listening’ mindset.

Encouraging staff to let go of
‘professional’ control.

Promoting the ideas of supporting,
enabling and empowering – what this
47.
Any attempt to shift an embedded and
long-standing culture cannot adopt a
single approach or expect to happen
quickly. The key to a successful culture
shift will be to deliver a consistent
message that staff can engage with
through a number of channels and at all
levels within the organisation. In
consequence, we see this strategy
requiring close linkage with the ACS
Communications Team and its
communication strategy.
48.
We do not underestimate the level of
change that this will involve for some
staff and it is therefore appropriate to
adopt a robust change management
approach. A variety of change
management models are available but
for simplicity this strategy will adopt
Lewin’s Three-Step Model, also known
as Unfreeze-Change-Refreeze. This
model comprises three stages:

Strategic Objectives
Emphasising that Personalisation can
work for anyone.
Unfreeze
This first stage of change involves
preparing staff to accept that change
is necessary, which involves breaking
down the existing status quo before
we can build up a new way of
operating.
Key to this is developing a compelling
message showing why the existing
way of doing things cannot continue.
As with the Personalisation agenda
itself Service Users will need to be at
the centre of this process as we
believe they will be able to
communicate the most convincing
message to staff about the reasons
for change.
To prepare staff, we need to start at
Including
17
819148731
the core of the culture – we need to
challenge the beliefs, values,
attitudes and behaviours that
currently define it.
time, and that they are incorporated
into everyday business.
Although change is a constant, this
refreezing stage is still important.
Without it, staff get caught in a
transition trap where they are not sure
how things should be done, so it does
not get done properly. In the absence
of a new frozen state it is very difficult
to tackle the next change initiative
effectively. If we do not allow time for
the change to sink in change will be
perceived as change for change’s
sake, and the motivation required to
implement new change will not be
there.
This first part of the change process
is usually the most difficult and
stressful. When we start cutting down
the ‘way things are done’, we put
everyone and everything off balance.
This will evoke strong reactions in
people, but that is exactly what needs
to be done. By forcing people to reexamine their core beliefs, you
effectively create a (controlled) crisis,
which in turn can build a strong
motivation to seek out a new
equilibrium. Without this motivation,
we will not get the buy-in and
participation necessary to effect any
meaningful change.

An important part of this process will
be to celebrate the success of change
– this will help people to find closure,
thank them for enduring a painful
time, and help them believe that
future change will be successful.
Change
After the uncertainty created in the
unfreeze stage, the change stage is
where staff will begin to resolve their
uncertainty and look for new ways to
do things. Staff will start to believe
and act in ways that support the new
direction.
49.
The transition from unfreeze to
change does not happen overnight –
people take time to embrace the new
direction and participate proactively in
the change.
Strategic Goals
50.
In order to accept the change and
contribute to making the change
successful, people need to
understand how the changes will
benefit them. Not everyone will fall in
line just because the change is
necessary and will benefit ACS.

None of this should be seen as divorced
from wider organisational change and it
will also be important for the success of
this strategy that it is supported by
providing staff with the appropriate
resources, and technological and
administrative support to deliver
Personalisation.
Refreeze
When the changes are taking shape
and people have embraced the new
ways of working, the organisation will
be ready to refreeze. This stage
needs to help people internalise the
changes. This means making sure
that the changes are used all the
51.
Including
18
The Unfreeze stage of the strategy will
have the following strategic goals:

Establish management buy-in to the
changes.

Provide managers with an
understanding of their role in the
change process and the tools with
which to do this.

Establish staff buy-in to the changes.

Involve Service Users and Carers in
the delivery of the message.
The Change stage of the strategy will
have the following strategic goals:
819148731



in to the Putting People First
programme and thereby engaging
them more fully in the change
process.
To provide staff with the interpersonal
skills to deliver Personalisation. This
will include:
How to enable people to make
choices.

Listening skills.

Dignity – what it means and how
we deliver it.

Understanding issues around
Safeguarding Adults.

Understanding the impact of the
Mental Capacity Act and
Deprivation of Liberty Safeguards.

Being risk aware not risk averse.

To remind staff of the transformation
that has taken place and the benefits
this will bring.

To thank staff for their work in making
this possible.

To share new success stories from
Service Users and Carers that
demonstrate the benefits that are
already being seen.
The following sets out the proposed
implementation plan to achieve the
strategic goals outlined above. The final
detail of the plan will be developed
through consultation with a Putting
People First Staff Reference Group (see
below).
In the Unfreeze stage, this will include:
ACS Programme Themes: All


Management team sessions are
delivered explaining in detail the role
that managers will have to play in the
change process. This will be a
development of the existing Ready,
Steady, Change workshops currently
delivered by the Leadership and
Management Team in Workforce
Development. It will be important to
include Service Users in these
sessions to make the message real
for managers.

Managers to deliver briefings to their
own staff on the changes to come
using briefing packs developed to
ensure that managers deliver a
consistent message. Use of DVDs of
Service Users and Carers extolling
Personalisation.

Understanding Transforming Social
Care roadshows to be run at key
locations around the County,
delivered by Service Users and
Carers.

Personalisation e-learning.

Simple guide to Personalisation
produced and issued to all staff
outlining:
The Refreeze stage of this
strategy will have the following
strategic goals:
Implementation
53.
Senior management to deliver a
launch message to Management
Team and outline the high-level
training plan.
To provide staff with the knowledge
and skills to help staff ensure the
safety of Service Users within the
context of Personalisation. This will
include:
52.
52.

Establishment of a Staff Reference
Group to allow them to have an input
Including
19

Definition of Personalisation

The background to
Personalisation

Why we need to change.

Responsibilty for Personalisation.

Time table for Personalisation.

What has been done so far.
819148731
54.

Exploding any myths about
Personalisation.

How Personalisation will affect the
work of front line social care staff.

In the Change stage, this could include:
ACS Programme Themes: All

Frontline staff to attend specially
designed Personalisation workshop.

Personalisation e-learning.

Managers to continue to provide
briefing updates on Personalisation
implementation.

Best practice and guides to delivering
personalisation produced and issued
to all staff.
What has already been done
56. Work
that has already been done in this
area includes:
 Personalisation e-learning has been
purchased. This now requires alteration
in collaboration with appropriate subject
matter experts to ensure that it meets the
needs of Devon.
 Ready, Steady, Change workshop has
already been developed and delivered by
the Leadership and Management Team
in Workforce Development.
ACS Programme Theme: Choice &
Control
Staff to attend existing Equality and
Diversity Training as appropriate.
 A briefing template for managers already
exists and can be developed for this
area.
ACS Programme Themes: Choice &
Control and Early Intervention &
Prevention
How this fits with the national Working to
Put People First strategy

55.
Measuring behaviour through
assessment of qualifications and line
management supervision, this last
point underlines the important role of
leadership in the successful
implementaion on these changes.
57.
This strategy focuses on the following
key priorities of the Working to Put
People First strategy:

Staff to attend existing Safeguarding
Adults workshops as appropriate.

Articles in Steller showing how staff
using new skills have successfully
delivered the Personalisation agenda.

Workforce Development.

Recruitment and Retention.
In the Refreeze stage, this could include:

Regulation, assuring public safety
and raising standards of care in the
social care workforce.
ACS Programme Themes: All

Managers to continue to provide
briefing updates.

Ongoing business as usual training to
include:

Safeguarding Adults workshops.

Personalisation workshops.

Personalisation e-learning.
ACS Programme Themes: Choice &
Control and Early Intervention and
Prevention

Development of career pathways for
staff.
Including
20
819148731
Chapter 6: Technical Skills & Knowledge
This stream is aimed at ensuring that
staff understand the key systems and
offerings that underlie the
Personalisation agenda and also have
the basic skills required for social care.
It is also aimed at ensuring managers
have the right skills to lead that change.
58.

Ensure staff have the core skills and
social care knowledge as required for
their role and identified in job-specific
competency frameworks.

Deliver a range of training
interventions to provide the core
management skills required in a
process of change.

Ensure that staff in commissioning
roles have the skills, aligned to World
Class Commissioning, to deliver
effective and efficient commissioning.

Using workforce planning data to
influence the funding for skills
development/accreditation/
qualifications that will be required to
meet development needs at a local
level.
Strategic Objectives
59.
Any activity in this area will need to focus
on:



Ensure that staff have an awareness
and understanding of key processes
and offerings linked to
Personalisation, including:

Direct Payments.

Personal Budgets.

Rapid Equipment and Minor
Adaptation Service (REMAS) –
includes Telecare.
Implementation
Ensure that staff have the key skills to
deliver Personalisation, including:
61. The
following outlines a suggested
implementation plan to achieve the
strategic goals outlined above.

Customer service.
ACS Programme Themes: All

Assessment skills.


Commissioning.
Managers to attend the Ready,
Steady, Change workshops delivered
by the Leadership and Management
Team in Workforce Development.

Managers to attend the core
management skills training available
through the Leadership and
Management Team in Workforce
Development as determined by
individual need and priority.
Ensure managers have the skills to
be able to lead staff through the
transformation of social care.
Strategic Goals
60. This
will involve the following strategic
goals:



Raise awareness and understanding
of Direct Payments, including what
they are, how people qualify for them
and how they are made available.
ACS Programme Theme: Choice &
Control

Raise awareness and understanding
of Personal budgets, including what
they are, how people qualify for them
and how they are made available.
Deliver training on the use of the new
RAS tool.

Staff to complete Direct Payments elearning.

A Senior Workforce Development
advisor and the manager of the Direct
Payments team will visit each CDP
Ensure staff have basic customer
service skills.
Including
21
819148731
area to meet with the cluster teams
and CDP staff at least once a year for
a refresher training and question and
answer session.

Direct payments will form part of any
training delivered around assessment
and care planning and will be referred
to in any other relevant training.

Practice Managers and Team
Leaders to attend an event to support
understanding of and decision making
around eligibility and use of direct
payments.

Deliver a programme of basic
customer service skills training.

Negotiations skills training for
personal brokers.
number of roles and others are under
development.
 Suite of management skills training,
aligned to management competencies, is
already available through the Leadership
and Management Team in Workforce
Development.
 Assessment skills training already
developed.
 Direct Payments e-learning already
available.
 Direct Payments Champions Network in
place.
 FACS e-learning (basic awareness and
application) in place by October 2009.
 REMAS care pathway workshops
delivered to Assessment and Review
Teams in October and November 2009.
ACS Programme Themes: Choice &
Control; Early Intervention and
Prevention; and Universal Services


 Telecare Superuser training delivered in
September 2009.
Develop job-specific competency
frameworks, milestone training plans
and skills audits for all social care
roles.
 Telecare e-learning and workbook.
How this fits with the national Working to
Put People First strategy
A programme of assessment skills to
be delivered to all frontline staff
encompassing the changes required
for personalisation.
63.
ACS Programme Theme: Service
Review

Transformation Induction programme
to support new Learning Disability
Service model.1
What has already been done
62. Work
that has already been done in this
area includes:
 Job-specific competency frameworks
have already been developed for a
1
Until the new model has been developed and
agreed it is not possible to give more detail on what
this will involve. Workforce Development’s
experience of delivering a similar programme as part
of the modernisation programme will be valuable
here.
Including
22
This strategy focuses on the following
key priorities of the Working to Put
People First strategy:

Leadership.

Workforce Development.

Regulation, assuring public safety
and raising standards of care in the
social care workforce.
819148731
Section C
Enabling Market
Shaping
Including
23
819148731
Chapter 7: Delivering in the PVI Sector
Strategic Vision
64.
67.
DCT is managed by a steering group
which is led by providers and chaired by
a service user and carer. The group
meets quarterly to review the Workforce
Development requirements across the
sector. The workforce plan is set at an
annual action planning day; this ensures
that DCT’s priorities are accountable to
the steering group and that providers are
kept up to date of any information and
guidance from ACS, as well as, any
changes in commissioning requirements
for future consideration.
68.
The Training Strategy Implementation
(TSI) Group, is a sub-group of DCT and
is made up of key stakeholders from the
care sector including representatives
from service user and carer groups, nonstatutory care employers, the three local
authorities (Plymouth, Torbay, and
Devon), it sources information and
funding to aid the 'upskilling' of the care
sector workforce across the County. The
group bids for and distributes funding for
training from a variety of national and
regional sources including Skills for Care,
Training Strategy Implementation (TSI)
funding which offers a set fee for each
approved NVQ units and some core
induction units, such as First Aid, Food
Hygiene and Manual Handling.
To engage with the Social Care Services
provider market to ensure that it has
access to guidance and training to
develop the PVI workforce to meet future
care requirements for the people of
Devon in accordance with the national
quality standards as set by the Care
Quality Commission (CQC) and local
quality standards as set by Devon’s
integrated commissioning team.
Devon Care Training
65.
Devon Care Training (DCT) is supported
by Devon County Council to lead the
local authorities Workforce Development
interface with Health and Social Care
services within the PVI sector for the past
8 years. DCT currently has over 215
provider members working in over 575
establishments across the County of
Devon.
66.
DCT commissions training and
development programmes from both
internal and external providers to enable
the PVI workforce to achieve National
Minimum occupational standards as well
as offering guidance and facilitating best
practice throughout the County, DCT
regularly engage with providers
regarding workforce planning issues and
work in partnership to find workable
solutions. During 2008 DCT
commissioned 192 training courses,
providing 2,021 places for training. The
work of DCT has been highlighted as a
strength in the 2008/09 Performance
Assessment Process as validated by
CQC, and also as part of the Workforce
Development Business Plan 2008/2009.
The increase in membership and raise in
profile for DCT has resulted in double the
commissioning activity for 2009/10, with
410 courses, providing 5,000 places for
training.
PVI Sector Workforce in Devon
69.
Including
24
Skills for Care (SfC) have developed a
National Minimum Data Set (NMDS),
which providers are asked to complete
annually, providing valuable information
about the workforce across the County.
The findings so far for 2009 shows that
there are approximately 23,500 people
working in the PVI sector.
819148731
Chapter 8: Changing Culture in the PVI Sector
70.
Many of the challenges that face the PVI
sector are the same as those within ACS.
The additional challenge to implementing
this aspect of the strategy within the PVI
sector is that influencing frontline staff
can only be achieved indirectly through
appropriate networks, forums and regular
communication with business owners.
This is reflected in our implementation
plans.

Establish staff buy-in to the changes.

Involve Service Users and Carers in
the delivery of the message.

To provide staff with the interpersonal
skills to deliver Personalisation. This
will include:
Strategic Objectives
71.
Any activity in this area will need to focus
on:

72.

Creating mutual trust between staff
and service users/carers (the latter’s
involvement in any delivery,
especially around people who have
successfully experienced
personalisation will be vital).

Shifting staff from a ‘telling’ to a
‘listening’ mindset.

Encouraging staff to let go of
‘professional’ control.

Promoting the ideas of supporting,
enabling and empowering – what this
mean (theoretically and in reality) and
why it is important.

Emphasising that Personalisation can
work for anyone.

How to enable people to make
choices.

Listening skills.

Dignity – what it means and how
we deliver it.
To provide staff with the knowledge
and skills to ensure the safety of
Service Users within the context of
Personalisation. This will include:

Understanding issues around
Safeguarding Adults.

Understanding the impact of the
Mental Capacity Act and
Deprivation of Liberty Safeguards.

Being risk aware not risk averse.
To share new success stories from
Service Users and Carers that
demonstrate the benefits that are
already being seen.
Implementation
74.
Any attempt to shift an embedded and
long-standing culture cannot adopt a
single approach or expect to happen
quickly. The key to a successful culture
shift will be to deliver a consistent
message that staff working in the sector
can engage with. In consequence,the
strategy requires close links with the
Provider Engagment Networks and
Brokerage Teams.
Strategic Goals
73.

Changing culture in the PVI sector will
have the following strategic goals:
Including
25
The following sets out the
implementation plan to achieve the
strategic goals outlined above.

ACS Senior Mnaagement Team to
lead Provider Engagement Network
to update PVI market on
Personalisation.

Delivery of Change programmes for
managers through DCT. It will be
important to include Service Users in
these sessions to make the message
real for managers.
819148731

Support for Managers/business
owners via DCT and the Provider
Engagement Network webpages.

Personalisation e-learning.
What has already been done

Simple guide to Personalisation
produced and made available online
outlining:
75.

Definition of Personalisation.

The background to
Personalisation.

Why we need to change.

Responsibilty for Personalisation.

Time table for Personalisation.

What has been done so far.

Exploding any myths about
Personalisation.

How Personalisation will affect the
work of front line social care staff.

Delivery of Equality and Diversity
Training accessable through DCT.

Access to existing Safeguarding
Adults workshops and e-learning as
appropriate.



Ambasadors to focus on the delivery
of personalised care and promotion of
choice, independence and control.
 Personalisation e-learning has been
purchased. This now requires alteration
in collaboration with appropriate subject
matter experts to ensure that it meets the
needs of Devon.
 Provider Engagment Network is
established and meetings running
quarterly in each locality area.
 Provider Engagement web pages
developed and updates regularly. ACS
managers are using both the forums and
the web pages to communicate with the
PVI market.
 Access to safeguarding, MCA and DOL
equality & diversity training available
through DCT.
 Regular articles from providers included
in the quaterly DCT magazine.
 DCT annual Conference supported by
over 400 delegates form the PVI market.
Articles in DCT magazine showing
how staff in the PVI sector are using
new skills have successfully delivered
the Personalisation agenda.
How this fits with the national Working to
Put People First strategy
76.
Development of a Leadership and
Management Programme for the PVI
sector, accessible through DCT.
Development of tools and bite size
sessionso for in-house staff and
managers to smooth the transistion
from providing an in-house service to
delivering in the PVI sector.

Further development of Learning
Exchange Networks to identify
opportunities and challenges for
providers and share good practice.

Care Ambassadors training
programme with newly recruited Care
Work that has already been done in this
area includes:
Including
26
This strategy focuses on the following
key priorities of the Working to Put
People First strategy:

Workforce Development.

Recruitment and Retention.

Regulation, assuring public safety
and raising standards of care in then
social care workforce.
819148731
Chapter 9: Technical Skills & Knowledge in the
PVI sector
This stream is aimed at ensuring that
staff understand the key systems and
offerings that underlie the
Personalisation agenda and also have
the basic skills required for social care.
It is also aimed at ensuring managers
have the right skills to lead that change.
77.
Strategic Goals
79.
This will involve the following strategic
goals:

Raise awareness and understanding
of Dementia care, aligning training
development with Devon’s local
stratgey in repsonse to the Naional
Dementia strategy.

Raise awareness and understanding
of End of Life care, providing quality
care, promoting dignity independence
for those who choose to die at home.

Managers and business owners are
able to access leadership and
management programmes in order to
lead staff through significant changes
within the sector and enable their
businesses to evolve in order to meet
changing commissioning
requirements.

Ensure provider staff have the
knowledge and skills to deliver a
REMAS service in peoples homes.

Ensure staff have the core skills and
social care knowledge as required for
their role and identified in job-specific
competency frameworks.

Deliver a range of training
interventions to provide the core skills
required in delivering Person Centred
Care.

Using workforce planning data to
influence the funding for skills
development/accreditation/qualificatio
ns that will be required to meet the
sector needs at a local level.
Strategic Objectives
78.
Any activity in this area will need to focus
on:



Ensure that staff in the PVI sector
have an awareness and
understanding of the key links to
Personalisation, including programme
development for:

Dementia Care.

End of Life care.

Providers who delliver Devon’s
Rapid Equipment and Minor
Adaptation Service (REMAS) –
includes Telecare.

Rapid Response.

Personal Assistants (PA’s).

Developing the workforce to work
in new ways.
Ensure that the sector has access to
funding or programmes of training for
key skills to include:

Common Induction Standards.

NVQ level 2/Diploma level 2, 3,
and 4.

Leadership & Management of
Care Services awards.
Ensure managers/business owners
have the skills to be able to lead staff
through the transformation of social
care.
Implementation
80.
Including
27
The following outlines a suggested
implementation plan to achieve the
strategic goals outlined above.
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
 Transistion from Care Worker to PA
training in development with PVI sector
Domicillary Care provider.
Dementia care Training Pathways
developed through a multi-agency
steering group. Delivered pan Devon
in partnership with Plymouth and
Torbay. Funding secured through TSI
subgroup.

End of Life Care training programme
developed with partners as above
inclusive of palliative care expertise.
Delivery across Devon.

REMAS – a step programme to
ensure training delivery forms part of
the contracting arrangements for
providers to include robust monitoring
systems built around competency and
accreditation frameworks.

Rapid Response training Programme
developed in partnership with NHS
Devon to ensure training of all new
staff to the service.

Access to funding for common
induction standards and qualifications
through TSI sub group.

Access to a wide range of learning
opportunities including alternative
ways of learning through DCT.

Develop training programme for PA’s
to include transition from Care worker
to PA.

Develop a programme of accredited
learning opportunities for project
workers in the PVI sector who support
individuals with complex needs and
dual diagnosis.
 Access to TSI funding and administration
support for providers to claim funding.
 Multi-agency steering group established
and competency frameworks agreed for
Project workers supporting individuals
who have complex needs and dual
diagnosis. Appropriate qualification
established and funding identified for up
to 100 workers.
 Comprehensive training programme
delivered through DCT.
What has already been done
81.
Work that has already been done in this
area includes:
 Development of Dementia Training
Pathway.
 REMAS training programme devloped
including Compentency framework and
accreditation framework.
 Rapid Response Training modules
developed in partnership with NHS
Devon.
Including
28
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Chapter 10: Engagement of Service Users and
Carers.
82.
83.
84.
The Workforce Development Team are
committed to the involvement and
engagement of Service Users and
Carers in the design and delivery of the
learning opportiunities that are accessed
by our staff and Carers.
they deliver may impact upon their
lives.
Devon’s Joint Engagment Strategy sets
out the organisations principles of
involvment, engagement and
consultation into practice, resulting in an
overview of enegagment activity which is
practical, measureable and outcomefocused. A single access point will be
developed via a User Led Organisation
(ULO) called Fusion.

Ensuring the involvment, consultation
and engagement with service users
and carers is sought at the
appropriate stages on commencemnt
of the design or delivery of learning
opportunities and at the point of
review of exsiting programmes.
The following outlines a suggested
implementation plan to achieve the
strategic goals outlined above.
87.
In response to the National Carers
strategy Devon’s 5 year partnership
strategy for carers, values states that
‘Carers providing regular and substantial
care have a right to expect that their
needs will be taken account of, including
a right to access or maintain work,
education and leisure activities’.

Development of a multi-agency
steering group to determine a model
of how carers can access learning
and development opportunities
across the County.

Service User delivery of Initial Award
in Learning Disability (IALD)
qualification for workers who support
people with Learning Disabilities.

Raising the awareness and
understanding of frontline staff and
managers to the roles of carers
through the delivery of Learning to
Involve’s ‘Real Lives’ Programme.

Supporting the development of
Devon’s engagement strategy and
User led Organisation, Fusion.
Any activity in this area will need to focus
on:

Ensuring Carers have access to
appropriate training and learning and
development opportunities to meet
the needs of their caring role.

Involvement of Service Users and
Carers in the design and
development of learning
opportunities.

What has already been done
Consultation with Carers about their
training needs and priorities.
88.
Strategic Goals
86.
Raise awareness and understanding
of how carers can access education
and employment opportunities.
Implementation
Strategic Objectives
85.

 Multi-agency steering set up for Carers
training and education. Commitments
from statutory agencies regarding Carers
This will involve the following strategic
goals:

Work that has already been done in this
area includes:
Raise awareness and identification of
Carers and how the role in which
Including
29
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access to already existing training
opportunities free of charge.
 The Learning to Involve working group,
involving representatives from DCC’s
Workforce Development Team, Devon
Partnership Trust and Service Users and
Carers, which develops and implements
strategies for involving Service Users
and Carers in staff learning and
development.
 Putting People First (Learning Disability
organisation) commissioned to enable
the delivery of IALD by Service Users.
 Fusion accepted as Devon’s official ULO.
 Draft Joint Engagement Strategy with
NHS Devon approved by SMG.
 Consultation with Carers regarding their
training needs for the coming year.
 Development of a single point of access
for Carers training has begun.
 Delivery of ‘Real Lives’ programme to
nine Health Centres whose workforce
includes, Health Assistants, Practice
Nurses, Pharmacists and GP’s.
Including
30
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Appendices
Including
31
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Appendix: 1 Summary of Workforce
Development Strategy supporting Devon’s
Putting People First programme
Underlying all themes
Service
Review
Theme
Choice &
Control
Theme
Early
Intervention &
Prevention
Theme
Universal
Services
Social
Capital
Theme
Senior
Management
Launch
Message
Management
Team Sessions
based on
Ready, Steady,
Change
Management
Briefing Packs
for staff
Understanding
Transforming
Social Care
Roadshows
Personalisation
e-learning
Guide to
Personalisation
Personalisation
Workshop
Manager’s
Briefing
Updates
Including
32
Best Practice
and Guides to
delivering
Personalisation
Core
Management
Skills training
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Underlying Service Review Theme
Service
Review
Theme
Residential
Care Review
LD Future
Options
Job-specific
competency
frameworks etc.
Transformation
Induction
Guinness Care
& Support
Project
Including
33
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Underlying Choice & Control Theme
Choice &
Control
Theme
Charging
Policy
Safeguarding
Adults
Workshops
Steller Articles
Develop Career
Pathways
Equality &
Diversity
Workshops
Practice
Manager and
Team Leader
training on
eligibility
Job-specific
competency
frameworks etc.
Customer
Service training
Assessment
Skills training
Financial
Sustainability
Model
Personal
Brokerage
Negotiation
Skills training
Market
Management
Including
Personal
Budgets
RAS tool
training
RAS
RAS tool
training
Direct
Payments
Direct
Payments
e-learning
Assessment &
Care Planning
training
Refresher
training with
cluster teams
34
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Underlying Early Intervention & Prevention Theme
Early
Intervention &
Prevention
Theme
Safeguarding
Adults
Workshops
Steller Articles
Develop Career
Pathways
Job-specific
competency
frameworks etc.
Assessment
Skills training
Telecare
Superuser
training
Telecare
e-learning
EMCS
REMAS/
Telecare
CDP REMAS
training
Mobile
Response
Community
Equipment
Rapid
Response
Modules
developed in
partnership
with NHS
Intermediate
Care
Reablement
Including
35
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Underlying Universal Services Theme
Universal
Services
Devon Care
Directory
Self-Funded
Vision
Care Pathway
Review
Job-specific
competency
frameworks etc.
Assessment
Skills training
Public-facing
Care Directory
Including
36
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Underlying Social Capital Theme
Social
Capital
Theme
Carer
Strategy
Set up of Multiagency steering
group
Single point of
access for Carers
training in
development
Dementia
Strategy
Dementia elearning
Dementia
Training
Pathways
developed
Community
Engagement
Including
37