Abstract
Workforce development for the NCS, however it is ultimately constituted, depends on the interaction of three levers of change: culture, leadership, and integration. This area of interest can be defined as the Culture-Leadership-Integration (CLI) domain. The literature in CLI in the context of Health and Social Care (HSC) workforces can be studied to evidence and inform, in Scotland, the development of a National Care Service (NCS). This is the latest phase of integration of Health and Social Care Integration and the way in which health and social care services are planned and delivered across Scotland since the Public Bodies (Joint Working) (Scotland) Act 2014. Integration has not yet been delivered in the way and at the scale desired (Audit Scotland, Stakeholders Perceptions, Workforce, Users experience).
The CLI literature potentially relevant to the NCS contains mostly conceptual and case sources. A set of themes and prescriptions on CLI for HSCI have been established for some time, without much evidence of practice or progress. This literature provides very limited evidence of exemplars to learn from. There seems to be a framing of CLI in HSC concerned with inter-professional collaboration and/or whole systems thinking for quality improvement. While these are pertinent, evidently relevant to CLI in the NCS context, they are not the sole or primary possible concerns for CLI. Thinking beyond these, considering some new themes for CLI can be of value in moving on from the recycling of old themes to potentially innovative and impactful CLI for HSC in the NCS context.
Among these new themes, are having a clear theory of change around CLI and developing clearer Employment Value Propositions (EVPs) in the NCS workforce context. This is relevant for working on CLI in and across community health (NHS), social care (multiple organisations) and social work (LAs). Three phases of change for exploration and enactment of CLI in the NCS context are suggested, with areas in which evidence from practice can be sought and used to inform change. To get to a place where the workforce think and feel ‘We are the NCS’.
The CLI literature potentially relevant to the NCS contains mostly conceptual and case sources. A set of themes and prescriptions on CLI for HSCI have been established for some time, without much evidence of practice or progress. This literature provides very limited evidence of exemplars to learn from. There seems to be a framing of CLI in HSC concerned with inter-professional collaboration and/or whole systems thinking for quality improvement. While these are pertinent, evidently relevant to CLI in the NCS context, they are not the sole or primary possible concerns for CLI. Thinking beyond these, considering some new themes for CLI can be of value in moving on from the recycling of old themes to potentially innovative and impactful CLI for HSC in the NCS context.
Among these new themes, are having a clear theory of change around CLI and developing clearer Employment Value Propositions (EVPs) in the NCS workforce context. This is relevant for working on CLI in and across community health (NHS), social care (multiple organisations) and social work (LAs). Three phases of change for exploration and enactment of CLI in the NCS context are suggested, with areas in which evidence from practice can be sought and used to inform change. To get to a place where the workforce think and feel ‘We are the NCS’.
| Original language | English |
|---|---|
| Place of Publication | Paisley |
| Publisher | University of the West of Scotland |
| Commissioning body | The Scottish Government |
| Number of pages | 60 |
| Publication status | Published - 31 Jul 2024 |