Transcript Slide 1

Commissioning social
work to deliver
personalisation
Workshop themes
 The business case for social work in a changing
landscape for commissioners
 Differing approaches to the deployment of social
workers
 Implications for employers and the social work
profession
The context for social work
in adult services
 The Care Bill – radical shift of emphasis from crisis
driven services to a more preventive approach
based
on well being
 Integration agenda in health and social care
 Facilitation of citizen and community led
approaches
to the meeting of social care needs
 Environment of severe financial constraint
Endorsement for the future of
social work in adult services
 ADASS - Publication of two Advice Notes and
support for social work workforce commissioning
(in partnership with SfC)
 TCSW - Currently working in partnership with the
profession to develop a robust business case with
supporting materials
 Chief Social Worker - Lobbying government to
embed Social Work within the Care Act.
TCSW business case for
social work with adults
Focus on the evidence base for:
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The social return on investment
Meeting statutory requirements
Principal social workers in adult care
Social work in community development
Approved mental health professionals and
leadership
 Social work with older people
The Care Bill
radical shift of emphasis from crisis driven services
to a more preventive approach based on well being
Lobbying underway to gain recognition for the specific
roles social workers can undertake in the areas of:
 Information and Advice
 Assessment of need
 Safeguarding
 Powers of access
New and emerging social
work roles
 Evolving roles around Assessment, planning and
review
 New opportunities in Safeguarding, Prevention and
Early Intervention and Community Capacity–
building
 Leadership roles for social workers within the
Integration agenda
Differing approaches to social work
deployment across local authorities
 Adjustments to numbers of social workers
employed
within local authorities (up as well as down)
 Redesign of the roles being undertaken by qualified
and un qualified staff within local authorities
 Outsourcing of social work services in some areas
 Variations in the involvement of the independent
sector
TOPAZ Social Work
Community Interest Company
www.topaz.uk.net
Overview: A Social Work Practice Pilot
• The Lambeth site is the only site based in
London.
• TOPAZ: Team Offering People Advice & Zest
has been in operation since November 2009.
• TOPAZ is an innovative, multi-disciplinary team
consisting of three registered Social Workers, a
Community Worker and an Occupational
Therapist.
TOPAZ Social Work Community Interest
Company: launched in July 2012
• A Community Interest Company (CIC)
is a limited company created for the
use of people who want to conduct a
business or other activity for
community benefit, and not purely for
private advantage.
TOPAZ – benefits
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Early intervention – will delay the deterioration of independence.
Prevention - rather than treatment.
Support to create resilient communities and reduce dependency on
care services.
A dedicated team to support ‘self-funders.’
Reaching out to our communities – to engage citizens
Low level support – thereby reducing the overall spend on social care
in the long term.
A reduction in admissions to permanent, institutional care.
Early intervention – to reduce unnecessary hospital admissions.
Specialist support to those with multiple diagnoses / needs.
Promoting the Safeguarding Awareness campaign to self-funders and
Black, Asian and Minority Ethnic groups.
Citizen’s needs
Identified Needs of attendees
TOPAZ - outcomes
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Improved Health & Well Being
Improved Quality of Life
Making a Positive Contribution
Increased Choice & Control
Economic Well Being
Maintaining Personal Dignity & Respect
Freedom from Discrimination & Harassment
Impact
• A reduction in unnecessary visits to General
Practitioners - via improved support in the
community.
• A proactive approach to care and support - to
avoid crisis and use of secondary care services.
• Promotion of social opportunities and
engagement.
• Prevention: invest to save!
Choice and control
• Promotion of independence and wellbeing.
• Promotion of safety and access to relevant
support services.
• Improved understanding of local need
through detailed data collection.
• An improvement in citizen and carer
satisfaction - due to an increased
knowledge/support.
TOPAZ endorses the Asset Based
Approach
• Asset based approaches are concerned with
identifying the protective factors that support
health and wellbeing. They offer the potential to
enhance both the quality and longevity of life
through focusing on the resources that promote
the self-esteem and coping abilities of
individuals and communities
TOPAZ: Team of the Year 2011
• We won Team of the Year – Adult’s services
(Social Work Awards)
“The judges felt that this team showcased
imaginative work and was extremely focused
upon the service user impact. They liked the
way the team had used a core social work
service and implemented it in an original way
and the outcomes and successes were very
clearly defined.”
The Co-operative Council
• The objective of the co-operative council is to
ensure that people are involved and have
control of the services they use and the places in
which they live by putting council resources in
their hands.
Summary
• Creating resilient communities is essential.
• Asset based approaches emphasise the
need to redress the balance between
meeting needs and nurturing the strengths
and resources of people and communities.
• Thank you.
Making the most of social
work to deliver personalisation
 The profession and employers across a locality can
work
together to develop innovative ways of utilising the
skills,
knowledge and experience of social workers in new
roles.
 This involves the liberation of social workers from the
“Care Management” model of working to enable them to
use their skills, knowledge and experience in creative
ways both within and beyond the local authority
 And requires avoidance of making decisions about
social
work deployment on the basis of short term expediency
Making the most of social work
to deliver personalisation
 Social Workers need to develop a common social work
identity - in terms of defined professional capabilities
rather than in the context of employment setting, service
user group, or job title
 This involves Culture change within the profession in
order
to empower and embrace new ways of working
 This in turn rests on an enhanced emphasis on
professional leadership– development of leaders at all
levels of an organisation (strategic and operational)
Resources
There are a number of resources to support decision
making around the commissioning of the social work
workforce
 Skills for Care is currently undertaking a refresh of the
resources that accompanied the ADASS second
advice note (The deployment of social workers in
adult services: September 2012)
 These will be re-launched in the Spring 2014 and
uploaded onto the “Employing Social Workers” page of
the Skills for Care website.
Resources
Skills for Care has produced resources to support culture
change within organisations.
 Developing social workers' practice: Core principles
for employers providing opportunities for social
workers continuing professional development
http://www.skillsforcare.org.uk/Social-work/Socialwork-CPD/Continuing-to-develop-social-workers.aspx
 Social Work Leadership Toolkit: tools and resources
to support social work management
http://www.swltoolkit.co.uk/
Discussion topics
On what basis are
decisions about the
social work workforce
made within your
organisation?
What can be done to
support culture change
amongst social
workers in your
organisation?