Ageless at Work - Skills for Care

More documents

Recommendations

Info

Table 16 Growing and changing demand on services Main features of the ‘integrated visions’ (continued) Indicator Best ‘guesstimate’ Problem plagued Visionary Implications for project The welfare system slowly adapts to new and emerging health and care demands, using its resources more efficiently. Health and social care consumerism manifest themselves as active patient groups and better informed individuals who demand and receive, at least in part, new sorts of treatments. The welfare system fails to respond to emerging health and care demands, resulting in perpetual crisis and resource wastage. Non-standard therapies are rationed, partly on an age basis. Increasingly militant patient groups are politically active – their varied success works against the formulation of a coordinated health and social care strategy. The welfare system expands and integrates new ‘wellness’ functions, covering things like exercise and diet. Enabled by cheap computing and telecommunications, more demands can be met and services are better integrated. Patient groups form productive partnerships with service funders and providers. If funding is cut and demand continues to increase this will put increasing pressure on adult care social providers, and could make it more difficult for them to participate in the project. Widespread use of ICT Genomics and biotechnology ICT are extensively used in clinical settings, providing decision-support and enabling remote diagnostics. Health and social care performance monitoring leads to more evidence-based interventions, creating savings. Data security and privacy are guaranteed. Widespread access to medical knowledge aids groups to constructively participate in their health and social care. Genetic testing and pharmacogenetics are widespread. Biosensors are used widely in clinical settings and for self and remote health monitoring. Tissue engineering is still in its infancy. ICT are used across the welfare system but do not lead to the seamless delivery of services as hoped, due to institutional barriers. Performance monitoring is hindered by the system’s fragmentation. Data protection rules are in place but difficult to monitor. Widespread access to medical knowledge aids patient groups to confront service funders and providers in conflicts for more resources. Results of genetic testing lead to discrimination. Benefits of pharmacogenetics are confined to those who can afford them, as are self-administered biosensors and tissue engineering. ICT are extensively used in clinical settings, providing decision-support and enabling remote diagnostics. Health and social care performance monitoring leads to more evidence-based interventions, creating savings. The focus on self-care and prevention popularise planned care programs, which also benefit from widespread access to information. Data security and privacy are guaranteed Genetic testing and pharmacogenetics are widespread. Biosensors are used widely in clinical settings and for self and remote wellness monitoring. Tissue engineering adds to extended life expectancy. Potential to explore the use of ICT both in terms of project level communication and in the delivery of project programmes. Could have training implications for social care staff. Ageless at Work: Change workplace cultures, development skills. Good practice report 57
Table 16 Main features of the ‘integrated visions’ (continued) Indicator Best ‘guesstimate’ Problem plagued Visionary Implications for project Primary and community care Employment organisation and workforce skills Improved integration of health and social care, with less time spent in hospital. Institutions are networked, in part through ICT, with traditional hospital care delivered in primary care centres by specialists. Social services are revamped with more people than present using them. The supply of and demand for health and social care professionals are roughly aligned, aided by migration and the use of new technologies. Care becomes further professionalised. The workforce has a good mix of skills and is comfortable with using new technologies. The welfare system is fragmented and conflict-ridden. Institutions are ‘patched-up’ but remain inefficient and unsuitable for the new situation. The promises of primary and community care are largely unfulfilled, and many procedures and care are still carried out in hospitals. Those who can afford it opt out and go private. Health and social care professionals are in chronic short supply as more attractive employment opportunities attract young talent. Difficulties exist in developing the necessary skills of an ageing workforce, so that the full potential of new developments are not taken up. The system’s fragmentation also sees uneven supply of certain skills. Full integration of health and social care, with less time spent in hospital. Existing institutions are revamped and new players enter the scene. ICT and other new technologies revolutionise health and social care. Many more people than present use social services, given their central role in community care. The supply of and demand for health and social care professionals are aligned, aided by migration and the use of new technologies. Care becomes further professionalised but also automated through the use of smart robots and remote networked sensors. The workforce has a good mix of skills and is comfortable with using new technologies. Potential to pilot projects that involve both health and social care partners. Opportunities to test out new approaches to addressing skills gaps in particular around basic skills and new ways of working. 58 Ageless at Work: Change workplace cultures, development skills. Good practice report
Page 1 and 2:
we help create a trained and qualif
Page 3 and 4:
CONTENTS 1. Introduction ..........
Page 5 and 6:
Index of Tables Table 1 Six things
Page 7 and 8: While organisational change had bee
Page 9 and 10: 2. POLICY CONTEXT Why and how is ad
Page 11 and 12: Ensuring the right steps are taken
Page 13 and 14: Table 3 Workforce remodelling: prio
Page 15 and 16: What is already happening to suppor
Page 17 and 18: Personalisation agenda as set out i
Page 19 and 20: Responses to an open question about
Page 21 and 22: What works in enhancing leadership
Page 23 and 24: Skills for Care London also trailed
Page 25 and 26: Table 7 Engage the workforc
Page 27 and 28: Table 8 What needs to be done to in
Page 29 and 30: • Support and enable people to us
Page 31 and 32: People who use services as drivers
Page 33 and 34: There is also evidence that older p
Page 35 and 36: - Training conflicted with the work
Page 37 and 38: articulate the experience, knowledg
Page 39 and 40: ‘unlikely’ learners 12 aged 55
Page 41 and 42: personalisation’. The results of
Page 43 and 44: Mentoring is cited as a “fundamen
Page 45 and 46: • Yearly (or more frequent) suppo
Page 47 and 48: Secondly, the project could test ne
Page 49 and 50: Figure 2 Vacancies notified to Jobc
Page 51 and 52: A recent survey by the ADASS/LGA (2
Page 53 and 54: Figure 5 Projected working age popu
Page 55 and 56: Table 15 Trends and drivers affecti
Page 57: Table 16 Health status of the popul
Page 61 and 62: 6. RECOMMENDATIONS FOR PROJECT ACTI
Page 63 and 64: Activities that challenge older wor
Page 65 and 66: ECOTEC (Undated) European Social Fu
Page 67: Tick Tock (2007) Tick Tock: An EQUA
show all

Ageless at Work - Skills for Care

Create successful ePaper yourself

Delete template?

Save as template?