Social Care Institute for Excellence | October 2019 | Leadership in strengths-based social care
A new briefing from Social Care Institute for Excellence (SCIE) identifies the key leadership behaviours and practices associated with successfully implementing and embedding strengths-based social care. It draws on interviews with leaders in adult social care and a review of the literature.
Leadership should encourage a positive attitude to risk and empower the workforce to take control and ownership over the provision of social care support, in order to facilitate innovation and creativity.
Building buy-in and commitment is key in embedding strengths-based approaches. Leaders need to be visibly involved, working alongside people and building relationships with practitioners.
Leaders need to clearly communicate about why strengths-based approaches are being adopted, what they are hoping to achieve as well as the values and principles that underpin these approaches. Celebrating and disseminating success stories is also important to inspire staff and build their confidence.
Leaders need to embrace a systems approach to leadership, which means fostering a culture of distributed leadership and influence at all levels of the organisation. This means sharing power with and devolving responsibilities to leaders at different levels of the organisation to drive change forward
Co-production is embedded in the whole process so adults, children and young people, carers and families are involved in developing, commissioning, delivering and evaluating services.
The responsibility for making change happen cannot be held centrally. Leaders across the organisation should be supported to take ownership over new models of care and act as champions who will build buy-in and commitment from their team.
A strengths-based approach to supervision is one that empowers and supports staff in their development and in their practice. This includes a focus on staff skills, celebrating successes and protecting time for reflexive conversations.
Strengths-based approaches require leaders to commit to building the confidence and skills that practitioners need to work effectively with people. Leaders should act as coaches and mentors, provide platforms for support and training opportunities relating to working in a strengths-based way.
Local Government Association | October 2019 | Making Safeguarding Personal for commissioners and providers of health and social care
This briefing from the Local Government Association is designed to reinforce and build on earlier work on good practice, when making safeguarding personal for health and social care commissioners and providers. In particular, it aims to build on what is known about good and excellent practice when applying the Care Quality Commission’s (CQC) five core components; namely that when making safeguarding personal providers and commissioners are “well-led, caring, effective, safe and responsive” (Source: Local Government Association).
Royal College of Physicians | October 2019 | Integration: what physicians need to know about implementing the NHS Long Term Plan
The NHS Long Term Plan (LTP) published in 2019 set out significant structural changes in England with the aim of delivering more integrated care. The Royal College of Physicians have produced a practical guide which explains the changes and what physicians can do locally to support and influence the development of integrated care.
Integrated care is seamless, coordinated and locally designed care that puts patients at the centre of service organisation. It considers their needs in a holistic way, and develops high-quality services that meet those needs in settings that are accessible and convenient for patients.
There is rightly a renewed political focus on integration. In an ageing society where multiple health conditions are becoming the norm, more joined-up healthcare is essential. This should lead to better outcomes and an improved experience for patients.
The NHS Long Term Plan outlines the government’s commitment to prioritising more integrated care. Chiefly this will be through the rollout of ICSs – where organisations such as local councils, acute trusts and CCGs will take collective responsibility for resources such as funding and workforce – which will cover all of England by 2021.
It is important that physicians influence the development of ICSs in their local area, as there will be no national blueprint. Each ICS will define its own priorities and how it operates, so it is vital physicians are involved from the start.
Physicians can benefit from learning the lessons of ‘good integration’ and top tips from those at the forefront of integrating services. For example, the importance of properly involving patients, commissioners, public health and primary care to develop intelligent KPIs (key performance indicators) (Source: RCP)
Report of The Independent Review of Adult Screening Programmes in England | NHS England
This report makes recommendations for overhauling national screening programmes to improve earlier diagnosis and cancer survival. It calls for people to be given much greater choice over when and where they are screened; increase uptake through social media campaigns and text reminders; and roll out local initiatives which have boosted uptake.
Young people’s future health inquiry: A healthy foundation for the future | The Health Foundation
The Health Foundation has published A healthy foundation for the future – the final report from the Young people’s future health inquiry. This two-year project explored the influences affecting the future health of today’s young people, and what needs to change to secure a healthy society.
The report brings together the inquiry’s findings and explores:
whether young people currently have the building blocks for a healthy future, such as good quality work and housing, and supportive relationships
what support and opportunities young people need to secure these building blocks
the main issues that young people face as they become adults
what this means for their future health and what policy action is needed.
The inquiry was structured around a mixture of research and engagement, site visits and policy work, led by the views and experiences of young people around the UK.
Alongside the final report, the Health Foundation worked with nine expert partner organisations who have come together to recommend that young people’s needs are put at the centre of government policy making. Detailed policy reports will be published by the expert organisations from across different sectors, throughout autumn 2019.
The National Early Inflammatory Arthritis Audit | October 2019| The National Early Inflammatory Arthritis Audit
The National Early Inflammatory Arthritis Audit (NEIAA) collects information on all new patients over the age of sixteen seen in specialist rheumatology departments with suspected inflammatory arthritis in England and Wales.
The audit assesses seven key metrics of care provided for people with new symptoms of arthritis attending rheumatology services for the first time:
1. How quickly do primary care health professionals refer people suspected to have inflammatory arthritis?
2. How soon after referral are people seen in secondary care?
3. How long does it take to start treatment?
4. Do patients receive timely education about their condition?
Skills for Care Workforce Intelligence | October 2019 | The State of the adult social care sector and workforce
Skills for Care Workforce Intelligence have published a new report, the report looks at the adult social care sector and workforce in England. The State of the adult social care sets out the CQC’s assessment of the state of care in England in 2018/19. Using data from CQC inspections and ratings, to inform judgements of the quality of care.
The report indicates that quality ratings have been maintained overall but people’s experience of care is determined by whether they can access good care when they need it.