Social Care Workforce Research Articles

“I was never trained to do any of that” – personalisation and the impact of the “customer” on employment relations in voluntary sector social care

PurposeThe purpose of this paper is to examine the extent and impact of customer-oriented norms on employment relations in voluntary sector social care, within the context of personalisation. Self-Directed Support (SDS) is premised on the notion that customer-led care enhances autonomy among service users and therefore improves quality of life, and additionally, gives employees more discretion in their work. However, by attempting to improve quality of service without additional funding – and in many instances, with funding cuts – it can be argued that SDS is in practice effectively attempts to achieve “more-for-less.” This paper examines the effect of this dynamic on employment relations, using the organisation as the unit of analysis.Design/methodology/approachThis paper examines the existing literature on personalisation and SDS, and positions it alongside the sociology of service work. Particular focus is given to Korczynski's notion of Customer-Oriented Bureaucracies (COB). Data collection took place in four comprehensive case studies, comprised of fifty-five semi-structured interviews overall and a benchmarking survey of each.FindingsFindings demonstrate that the influence of customer-oriented norms only affected certain features of the employment relationship, and tended to result from pressures other than service users, such as organisational strategy or funding constraints. In consequence, none of the individual case studies fit the description of COB in its absolute form. Instead, what can be observed is a strong pattern of influence across specific dimensions of the employment relationship. In relation to policies and procedures, the impact of customer-oriented norms was experienced in 70% of instances, 83.3% of incidences pertaining to terms and conditions, and 85.7% of incidences pertaining to work organisation.Research limitations/implicationsThe data itself is limited to fifty-five interviews across four case studies, and so only gives a “snapshot” of employee relations within the sector. Further research would be advantageous to address these issues geographically and temporally.Practical implicationsFirstly, it contributes academically to existing bodies of literature on both voluntary sector social care and the sociology of service work. Secondly, it provides practitioners with analysis of the issues that accompany personalisation, and how adopting customer-oriented norms impacts the employment relationship. Thirdly, it demonstrates to legislators and commissioners that existing shortfalls in funding are compensated for by the above-and-beyond efforts of those who work in the sector, and that this is an increasingly untenable situation.Social implicationsThis paper sheds much needed light onto employment relations in the doubly under-researched areas of voluntary sector social care in Scotland. It attempts to aid employee relations pertaining to the often low paid social care workforce, and the care of service users who include the most vulnerable in society. By identifying potential issues pertaining to employee relations, it seeks to avoid future disruptions to service provision which could have adverse effects on organisations, employees, and service users.Originality/valueThis paper makes a theoretical and conceptual contribution by utilising the sociology of service work as a means of better understanding employment relations in voluntary sector social care. It compares the impact of customer-oriented norms across four distinctly different service provision types Furthermore, the segmenting of findings across three key areas of employment relations allows for a systematic analysis which pinpoints the presence and extent of customer-oriented norms and their influence on the employment relationship.

Centring sexual and reproductive health and justice in the global COVID-19 response

Centring sexual and reproductive health and justice in the global COVID-19 response

Women speakers in healthcare: taking steps towards balanced gender representation

International evidence suggests that although the proportion of women speakers at medical conferences has increased during the last decade, women continue to be significantly underrepresented.1 Women comprise the majority of the health and social care workforce in the UK, yet occupy approximately 41% of seats on NHS organisational boards and remain underrepresented in senior leadership positions across the sector.2 Conferences offer unrivalled opportunities: to showcase diversity and inclusivity, for networking and as a lever for cultural and organisational change. Female representation at healthcare events is important in …

In praise of nursing associates

In praise of nursing associates

Raising the bar against discrimination in social care

Nursing and Residential CareVol. 22, No. 1 CommentRaising the bar against discrimination in social careLiam BenisonLiam BenisonE-mail Address: [email protected]Freelance writerSearch for more papers by this authorLiam BenisonPublished Online:16 Dec 2019https://doi.org/10.12968/nrec.2020.22.1.12AboutSectionsView articleView Full TextPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack CitationsPermissions ShareShare onFacebookTwitterLinked InEmail View articleReferencesAbrams D, Swift H, Houston D. Developing a national barometer of prejudice and discrimination in Britain. Equality and Human Rights Commission Research report 119. 2018. www.equalityhumanrights.com/en/publication-download/developing-national-barometer-prejudice-and-discrimination-britain (accessed 20 November 2019) Google ScholarAcas (Advisory, Conciliation and Arbitration Service) Defining an employer's duty of care. 2012. www.acas.org.uk/index.aspx?articleid=3751 (accessed 21 November 2019) Google ScholarCare Quality Commission. Lesbian, gay, bisexual or transgender people: a different ending: addressing inequalities in end of life care. 2016. www.cqc.org.uk/sites/default/files/20160505%20CQC_EOLC_LGBT_FINAL_2.pdf (accessed 20 November 2019) Google ScholarDevine, D. The UK referendum on membership of the European Union as a trigger event for hate crimes. 2018. doi: https://doi.org/10.2139/ssrn.3118190 Google ScholarEquality and Human Rights Commission. Dealing with discrimination as an employer. 2019a. www.equalityhumanrights.com/en/multipage-guide/dealing-discrimination-employer (accessed 20 November 2019) Google ScholarEquality and Human Rights Commission. Your rights under the Equality Act 2010. 2019b. www.equalityhumanrights.com/en/advice-and-guidance/your-rights-under-equality-act-2010 (accessed 20 November 2019) Google ScholarHome Office Hate Crime, England and Wales, 2017/18. Statistical bulletin 20/18. 2018. https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/748598/hate-crime-1718-hosb2018.pdf#page=8 (accessed 20 November 2019) Google ScholarHouse of Lords. Impact of ‘hostile environment’ policy debate on 14 june 2018. Library Briefing. 2018. https://researchbriefings.parliament.uk/ResearchBriefing/Summary/LLN-2018-0064 (accessed 20 November 2019) Google ScholarLiberty. A guide to the hostile environment: the border controls dividing our communities—and how we can bring them down. 2019. www.libertyhumanrights.org.uk/sites/default/files/Hostile%20Environment%20Guide%20%E2%80%93%20update%20May%202019_0.pdf (accessed 20 November 2019) Google ScholarMorgan E. Can I have a white doctor for the operation?’: Racist abuse against NHS staff almost triples, ITV News finds. 2019. www.itv.com/news/2019-10-31/can-i-have-a-white-doctor-for-the-operation-racist-abuse-against-nhs-staff-almost-triples-itv-news-finds/ (accessed 20 November 2019) Google ScholarOxford Economics. The fiscal impact of immigration on the uk: a report for the Immigration Advisory Committee. 2018. www.oxfordeconomics.com/recent-releases/8747673d-3b26-439b-9693-0e250df6dbba (accessed 21 November 2019) Google ScholarSkills for Care. Code of conduct for healthcare support workers and adult social care workers in England. 2013. www.skillsforcare.org.uk/Documents/Standards-legislation/Code-of-Conduct/Code-of-Conduct.pdf (accessed 20 November 2019) Google ScholarSkills for Care. The state of the adult social care sector and workforce in England. September. 2019. www.skillsforcare.org.uk/stateof (accessed 20 November 2019) Google ScholarStonewall. LGBT in Britain: Health Report. 2018. www.stonewall.org.uk/lgbt-britain-health (accessed 20 November 2019) Google ScholarUN Special Rapporteur on Racism, Racial Discrimination, Xenophobia and Related Intolerance. Visit to the United Kingdom of Great Britain and Northern Ireland: report of the Special Rapporteur on contemporary forms of racism, racial discrimination, xenophobia and related intolerance. A/HRC/41/54/Add.2. 2018. www.ohchr.org/EN/Issues/Racism/SRRacism/Pages/CountryVisits.aspx (accessed 20 November 2019) Google ScholarWomen and Equalities Committee, House of Commons. Health and social care and LGBT communities. first report of session 2019. 2019a. https://publications.parliament.uk/pa/cm201920/cmselect/cmwomeq/94/94.pdf (accessed 20 November 2019) Google ScholarWomen and Equalities Committee, House of Commons. ‘Unacceptable inequalities in health outcomes’ for LGBT people ‘glare out wherever you look’. 2019b. www.parliament.uk/business/committees/committees-a-z/commons-select/women-and-equalities-committee/news-parliament-2017/lgbt-health-social-care-report-published-19-20 (accessed 20 November 2019) Google Scholar FiguresReferencesRelatedDetails 2 January 2020Volume 22Issue 1ISSN (print): 1465-9301ISSN (online): 2052-2932 Metrics History Published online 16 December 2019 Published in print 2 January 2020 Information© MA Healthcare LimitedPDF download

INTERVIEW TO TOBY WILLIAMSON BY ANA M VERNIA

Toby has 26 years’ experience of working with people with severe mental health problems, and expertise in the fields of mental health in later life, dementia, and mental capacity, with an empha- sis on self-management, peer support, quality of life, rights, social inclusion and empowerment. Toby has written articles on values-based practice (VBP), co-authored a book on values-based prac- tice and mental health and mental capacity law for psychiatric nurses, produced VBP ‘key card’ information for the social care workforce throu- gh Skills for Care and is currently co-authoring a book on VBP and dementia. He is also a part time lecturer on a Masters course in dementia care at the University of West London (UWL). werment. Toby has written articles on values-based practice (VBP), co-authored a book on values-based prac- tice and mental health and mental capacity law for psychiatric nurses, produced VBP ‘key card’ information for the social care workforce throu- gh Skills for Care and is currently co-authoring a book on VBP and dementia. He is also a part time lecturer on a Masters course in dementia care at the University of West London (UWL).

The impact of population ageing on end-of-life care in Scotland: projections of place of death and recommendations for future service provision

BackgroundGlobal annual deaths are rising. It is essential to examine where future deaths may occur to facilitate decisions regarding future service provision and resource allocation.AimsTo project where people will die from 2017 to 2040 in an ageing country with advanced integrated palliative care, and to prioritise recommendations based on these trends.MethodsPopulation-based trend analysis of place of death for people that died in Scotland (2004–2016) and projections using simple linear modelling (2017–2040); Transparent Expert Consultation to prioritise recommendations in response to projections.ResultsDeaths are projected to increase by 15.9% from 56,728 in 2016 (32.8% aged 85+ years) to 65,757 deaths in 2040 (45% aged 85+ years). Between 2004 and 2016, proportions of home and care home deaths increased (19.8–23.4% and 14.5–18.8%), while the proportion of hospital deaths declined (58.0–50.1%). If current trends continue, the numbers of deaths at home and in care homes will increase, and two-thirds will die outside hospital by 2040. To sustain current trends, priorities include: 1) to increase and upskill a community health and social care workforce through education, training and valuing of care work; 2) to build community care capacity through informal carer support and community engagement; 3) to stimulate a realistic public debate on death, dying and sustainable funding.ConclusionTo sustain current trends, health and social care provision in the community needs to grow to support nearly 60% more people at the end-of-life by 2040; otherwise hospital deaths will increase.

Women speakers in healthcare: speaking up for balanced gender representation

Women comprise the majority of the UK's health and social care workforce, yet remain underrepresented in senior leadership positions. This is reflected in the balance of speakers, chairs and panels convened for healthcare conferences, with disproportionate gender balance. Accumulating evidence suggests that greater diversity across multiple characteristics, including gender, improves staff experience, organisational performance and patient outcomes. Conferences provide opportunities for inclusivity and new ideas only when attendees feel empowered to speak up. If we are to increase diversity of our current leadership, aspiring leaders need to see relatable role models. This article explores the issue of 'manels' and male-dominated speaker lineups, offering practical suggestions for conference organisers, women speakers and male allies to address the issue. We also outline the background to 'Women Speakers in Healthcare': a grassroots initiative founded by a team of aspiring leaders, which aims to achieve balanced gender representation at all healthcare conferences and events.

Understanding the training and education needs of homecare workers supporting people with dementia and cancer: A systematic review of reviews.

Many people with dementia, supported by family carers, prefer to live at home and may rely on homecare support services. People with dementia are also often living with multimorbidities, including cancer. The main risk factor for both cancer and dementia is age and the number of people living with dementia and cancer likely to rise. Upskilling the social care workforce to facilitate more complex care is central to national workforce strategies and challenges. Training and education development must also respond to the key requirements of a homecare workforce experiencing financial, recruitment and retention difficulties. This systematic review of reviews provides an overview of dementia and cancer training and education accessible to the homecare workforce. Findings reveal there is a diverse range of training and education available, with mixed evidence of effectiveness. Key barriers and facilitators to effective training and education are identified in order to inform future training, education and learning development for the homecare workforce supporting people with dementia and cancer.

What encourages care workers to continue working in intellectual disability services in England? Interview findings.

The article reports research aimed at identifying factors relating to retention in English intellectual disability services, drawing on a study of the social care workforce. The research involved two rounds of interviews with social care managers and staff between 2009 and 2014. The study uses social exchange theory, particularly the idea of 'reciprocity' and the mechanism of 'hope', as a conceptual framework to aid interpretation of the themes relating to retention identified in the interview analysis: 'pay', 'support', 'morale', and 'training' (related to reciprocity) and 'improving quality of life' and 'supporting personal development' (related to hope). Both groups of themes are identified as being particularly appropriate to intellectual disability services. The study concludes that reciprocity and hope seem to interact in factors related to staff retention, although the study suggests that reciprocity rather than hope is directly connected with retention.

Integrating health and care in the 21st century workforce

PurposeThe NHS needs to adapt as never before to maintain and plan for an integrated and sustainable multi-professional workforce, spanning all health and care sectors. This cannot happen without system leaders embracing workforce transformation at scale and enabling system-wide collaboration and support for multi-professional learning and role development. “By learning together, we learn how to work together”. The paper aims to discuss these issues.Design/methodology/approachThe case studies included in this paper provide evidence of the ability of NHS systems to adopt integrated workforce models at scale. The case studies were chosen to demonstrate how system-wide change is possible, but still requires a partnership approach to innovation, strategic workforce planning and commissioner support for new models of care.FindingsWith partnership working between arm’s length bodies, commissioners, educators and workforce planners, the NHS is more than capable of generating a transformed workforce; a workforce able to continue providing safe, effective and joined-up person-centred care.Research limitations/implicationsThe focus of this paper is integrated workforce development undertaken by Health Education England from 2017 to the date of drafting. The case studies within this paper relate to England only and are a cross-section chosen by the authors as a representative of Health Education England activity.Practical implicationsThe NHS needs to find ways to use the wider health and care workforce to manage an ever-increasing and diverse patient population. Silo working, traditional models of workforce planning and commissioning no longer provide an appropriate response to increasing patient need and complexity.Social implicationsThe evolution of the NHS into a joined-up, integrated health and social care workforce is essential to meet the aspirations of national policy and local workforce need – to centre care holistically on the needs of patients and populations and blur the boundaries between primary and secondary care; health and social care; physical and mental health.Originality/valueThis paper contains Health Education England project work and outcomes which are original and as yet unpublished.

Indigenous model of care to health and social care workforce planning.

Indigenous people have always had the end in mind-a long range vision for the health and wellbeing of their families and communities. Creating Indigenous solutions-oriented approaches to strategic health and social care workforce planning is an essential component to the realization of self-determination and empowerment, accessible health services, community participation, and flexible approaches to care. This article suggests using an Indigenous "models of care" population health approach to health and social care workforce planning that takes a critical thinking, systems thinking, and design thinking approach using digital tools (eg, scenario planning and population health simulation). It also proposes to increase the number of Indigenous professionals through Indigenous partnership initiatives with professional groups and academic institutions. This article is written to encourage discussion on the use of a whole system approach to developing Indigenous models of health delivery and to inform strategic services and workforce planning.

A botched-up Brexit?

British Journal of Healthcare ManagementVol. 24, No. 12 EditorialA botched-up Brexit?Hope BrothertonHope BrothertonEditorSearch for more papers by this authorHope BrothertonPublished Online:7 Dec 2018https://doi.org/10.12968/bjhc.2018.24.12.577AboutSectionsView articleView Full TextPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack CitationsPermissions ShareShare onFacebookTwitterLinked InEmail View article References National Institute of Economic and Social Research. 2018. Brexit and the health & social care workforce in the uk. https://www.nhsemployers.org/-/media/Employers/Documents/Cavendish-Coalition/NIESR-Report-Brexit-Health-and-Social-Care-Workforce.pdf?la=en&hash=5A65C9F729C9CED9E55FA42E9B9A1D92F4441EF0 (accessed 3 December) Google ScholarTriggle N. 2018. Six key questions Brexit poses for the NHS. https://www.bbc.co.uk/news/health-46350966 (accessed 3 December) Google Scholar FiguresReferencesRelatedDetails 2 December 2018Volume 24Issue 12ISSN (print): 1358-0574ISSN (online): 1759-7382 Metrics History Published online 7 December 2018 Published in print 2 December 2018 Information© MA Healthcare LimitedPDF download

What does Brexit mean for the UK social care workforce? Perspectives from the recruitment and retention frontline.

The UK's departure from the European Union (Brexit) is likely to result in greater immigration and employment restrictions on European Union/European Economic Area (EU/EEA) nationals within the United Kingdom. EU/EEA citizens constitute a significant proportion of the current social care workforce. Research evaluating the impact of Brexit on social care has highlighted potentially severe future workforce shortfalls, but has not engaged in detail with the experiences of social care personnel involved in day‐to‐day recruitment and retention activities. This article explores how social care managers evaluate Brexit's prospects for future workforce sustainability, through the prism of their organisation's workforce requirements. This qualitative study incorporated in‐depth semi‐structured interviews and questionnaire surveys with domiciliary and residential care managers. Data collection focused on an urban conurbation in south‐west England, with demographic characteristics likely to make post‐Brexit recruitment and retention in social care particularly challenging. A key finding is that, irrespective of whether they employ EU/EEA workers or not, research participants have deep concerns about Brexit's potential impact on the social care labour market. These include apprehensions about future restrictions on hiring EU/EEA nurses, as well as fears about increased competition for care staff and their organisation's future financial viability. This article amplifies the voices of managers as an under‐researched group, bringing their perspectives on Brexit to bear on wider debates on social care workforce sustainability.

Education for Integration

The Public Bodies Joint Working Scotland Act 2014 and the World Health Organisation’s document Strengthening a Component HealthWorkforce for the Provision of Coordinated / Integrated Health Services Langins and Borgermans, 2015, position the integration of health and social care services as the principal means of transforming the delivery of services. In relation to staff, the Scottish Government’s 2017 National Health and Social Care workforce plan, acknowledge that the planning for the future workforce within NHS Scotland will require a broad range of professionals who will recognise inter-dependence, the importance of ‘whole of workforce’ and that a distributed model of professional leadership will support the provision of more sustainable services. From an international perspective, the World Health Organization’s 2015 Strengthening a Component Workforce for the Provision of Coordinated / Integrated Health Provision Langins and Borgermans, 2015 highlights that, “all health professionals in all countries to be educated to mobilize knowledge and to engage in critical reasoning and ethical conduct so they are competent to participate in patient and population-centred health systems as members of locally responsive and globally connected teams” Frenk et al 2010. This highlights that delivering integrated care across the globe requires that the workforce are appropriately educated. At the University of West of Scotland UWS we have responded to this need by developing undergraduate and post graduate programmes in integrating health and social care. These have been developed to address the educational needs of a cross-sectoral health and social care workforce in cultural transformation focusing on educating for enablement and empowerment through co-production and an asset based approach. The programmes we deliver at UWS are the BA Hons Integrated Health and Social Care programmes, which have been successfully running since 2011 and the recently validated MSc in Leading People-centred Integrated Care at the University of the West of Scotland. These programmes are reflective of 3 stages of education as identified by Frenk et al 2010, informative education, formative education and transformative education. The undergraduate programme is focused on informative education and the post graduate on transformative education, the ethos behind both are to enable and empower the students to deliver, develop and lead integrated services to promote and enhance quality, effective and efficient people-centred services. A key feature of the programmes are through the multi-professional and multi-sectoral nature of shared co-productive learning to Integrated Care education students can explore the complexities and challenges of delivering and leading system integration. This is advocated as a way of breaking down professional boundaries and in developing a more cohesive approach to professional practice. The principle of co-production is evident throughout both the ongoing developments in the undergraduate programme and in the development of the Masters programme. Both programme teams have been commended for the co-productive approach taken, which has included Subject specialists in Integrated Care, students and programme staff. Delivering and developing programmes relating to integration cannot be done in isolation and must up hold the very principles of integration it is aiming to achieve.

Does age matter in the social care workforce?

Context: With the population in England ageing, more people are living with complex physical and mental health needs and need care and support. As a result demand for care workers is increasing. Objective: This paper presents findings from qualitative research in England that aimed to explore the perspectives of frontline care workers, their managers and service users about what difference the age of the care workforce potentially makes at an individual, organisational or workforce level. Method: Interviews, semi-structured and face to face, in four local authority sites in England. Findings: Age plays a role in the perceived character of the care workforce. A commonly-held view is that life experience is one of the most valuable qualities a care worker brings to their role. While experience is generally valued, it may be framed as experience in care work, or more generally as life experience. Younger care workers may be often seen by older colleagues and service users as less reliable until they prove themselves. However, managers often identify enthusiasm and ability to accommodate change among younger care staff. Managers are interested in having an ‘age mix’ of staff beyond retention and sustainability issues. Limitations: The authors acknowledge the risk that the interview data may not be generalisable or totally representative of staff or care users; the study did not include directly employed care workers nor collect health-related information or personal narratives. Those employers who agreed to participate may be more committed to workforce development and value their staff. Nonetheless data are sector-wide and there are sizeable numbers of participants. Moreover, the views of users of social care and family carers are also included. Implications: The article provides views from a range of stakeholders in social care on whether age matters in this workforce. Instances of age discrimination or stereotypes affecting different ages were reported but also the opportunities in social care work for people to work in later life and to move to this work after other work or family experiences. The age of the social care workforce needs to be considered as part of workforce planning, tailoring skills development and value-based work commitment among all age groups, reducing physical demands, and providing flexible working conditions.

Numerical Considerations of the Neurologist in Korea for Appropriate Management of Dementia

As the number of dementia patients increases due to rapid aging, the burden of dementia becomes a big social problem. In response to this, various policies have been introduced in Korea. In particular, as the new policy of national responsibility for dementia care has been implemented in 2017, detailed plans for improving health care and long-term care support for dementia patients and their caregivers have been introduced. The most important thing in carrying out the comprehensive government plan will be securing sufficient the professional health and social care workforce. However, the number of neurologists to play an important role in the management of dementia will be more and more insufficient. Therefore, the need to supply an adequate number of neurologists in Korea should be discussed. Key Words: Dementia, Policy, Neurologists

RECRUITMENT AND RETENTION IN SOCIAL CARE

As the social care workforce expands, the number of vacant posts remains high, prompting councils and policymakers to develop new ways to support practitioners to boost staff recruitment and retention

Its not, me it’s you! - Integrated systems and workforce re-design

Background: As experienced in the rest of the world, Australia’s largest limiting factor is not lack resources but, rather the lack of an organizing principle that can link funding, people, technology and ideas into a system that delivers more cost-effective care. This is evidenced by current research which indicates neither organisational integration alone, nor government direction in the integrated delivery systems space will bring the type of change at the pace and scale required to transform our health system into what it needs to be in the future.Aims and Objectives: The way forward is to gain consensus of the key building blocks for systems thinking and analysis.This workshop offers a solution by demonstrating the Netherland’s conceptual framework for integrated care (based on the integrated functions of primary care), combined with Skills for Care (UK’s adult social care workforce design framework), and interprets these as a direction for integrated multi-level systems analysis and workforce re-design.This workshop will raise delegates awareness, capacity and capability for sustainable workforce development by using horizontal and vertical integration elements across each level of the system in order for workforce and client to be developed and integrated in synergy with the system.Format:Section 1: 30 minsOverview of the principles of workforce redesign (speaker delivery)The principles of workforce integration for health and social care (speaker delivery)Section 2: 30 minsInteractive experience using tools to link funding, technology, people and infrastructure into a cohesive force (interactive exercise)Section 3: 30 minsTools and methodology to manage the people side of change (interactive exercise)Note: this workshop is 90 mins but can also be a can be a full day or half dayTarget Audience: This workshop is suitable for health professionals operating at any level in our health system. Delegates will be exposed to a range of tools and methodology used to bring people together from across the whole system to co create and co-design new ways of working.Learnings/Take away:- Coordinating patient centred care requires a commitment and a cultural shift to improving working relationships within and across organizations.- Redesigning a workforce to provide integrated care is complex, adaptive and ever evolving; it takes time to mature- Re-designing the workforce to become more patient-centred requires:early involvement of people, those receiving and those delivering care, in the re-design processMeasuring the progressBetter understanding of integrationUnderstanding integration is everybody’s responsibility- Urgent need for a central framework design and implementation of integrated systems of care- Champions play key roles in promoting shared values and enabling buy in at all levels- Combined leadership creates a supportive cultural for workforce re-design and integrated care

RPS Scotland gives evidence to Scottish Labour's NHS and Social Care Workforce Commission

RPS Scotland gives evidence to Scottish Labour's NHS and Social Care Workforce Commission