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Learning and development Skills for Care has tools and resources to help you support your staff to take part in learning and development activity so they can carry out their role effectively and provide high quality care Find out more Guide to developing your staff Apprenticeships Qualifications Inducting staff - the Care Certificate Find an endorsed provider Learn from others Funding for training Developing social workers Skills for Care Endorsement Support for regulated professionals Ongoing learning and development.
Leadership and management Support for leaders and managers in social care to help them improve work for staff and the quality of care they provide. Find out more Managing a service Managing people Person centred and community-based working - strength based approaches Workforce commissioning, planning and transformation Developing leaders and managers Support for registered managers.
Find out more Consultancy and tailored support Opening a care organisation Delivering good and outstanding care. Adult social care workforce data We provide intelligence and robust data to help empower you to make plans for change based on hard facts. Find out more about our data and intelligence. Careers in commissioning Providing information about working in a commissioning role or team. What is commissioning? What do commissioners do? Effective commissioners combine problem-solving, innovation and resourcefulness with empathy for the rights and wellbeing of the local population they are commissioning services for, often finding creative solutions to complex challenges.
Script Editor — The script editor has many responsibilities including finding new script writers, developing storyline and series ideas with writers, ensuring that scripts are suitable for production Literary Agent — a professional agent who acts on behalf of an author in dealing with publishers and others involved in promoting the author's work Writer — Responsible for the initial story and the script 5.
Commissioning Bodies A commissioning body is any production company that accepts stories and scripts from writers outside of their company.
The companies set up writing competitions for writers to send in their scripts and stories for a chance for their work to go through commission and be published or made into a film or TV programme. The Role of Writer The first thing a writer covers is the pre-production planning about what needs to be accomplished, before the production of the media text begins.
They also carry out research for the media text during the pre-production period. The writer then has to take into consideration the target audience — will it be suitable for them? The Director and Producer of the media text get involved with the writer in order to create visuals of the script and for the writer to gain their advice and opinions in order to improve their work.
The writer will go through many stages of having to create drafts of their scripts and stories before it is seen by producers and directors, and then re-written until the editor is completely satisfied with the outcome. This is to ensure there are no legal or ethical issues within the work and fits to what they are trying to market to their target audience.
When the writer has made all the changes they think is necessary to their script and story, it goes into page lock - down. This is the final plan about what will and will not be produced, and no further changes can be made to the script or story. Becoming a Writer When someone wants to become a writer, they will need to have an agent.
So why might you need an agent and what do they do? A Literary Agent can be involved in every stage of the book development, publication, and publicity process. Their main job is to effectively and quickly find a sale for written books and to ensure the best contract.
Literary agents are also expected to be up to date with editors interests, making sure they have their contact details at hand. Literary agents also have other jobs that they can do but are not expected to do them, for example, they can offer guidance and suggestions for help with writing a book, secure an advance or sell a book in an auction.
When writing a book a literary agent can work on the side lines to help get your idea or book noticed, this is to help sale of the book once completed. An Agent would also be needed to help sort out financial problems with sale or production.
Literary agents would mostly be used by independent or unrecognized writers. Book, Music This is so other people can sell your book with permission and keep the money from it as long as they share a percent of the earnings with the writer.
Professional Scripts Presenting scripts correctly is a very tedious and specific task to do. Using standard word processing programs to present a script is extremely difficult. To make it easier for screenwriters, special word processors such as Celtx have been made.
Celtx is free software which has been made specifically for scripts, this means special script requirements such as scene headings and dialogue become very easy to write. All scripts should be written in Courier font in 12 point size. All descriptions should be kept to a minimum, if a script reader sees an elaborate paragraph for the opening setting, it is instantly disregarded.
Descriptions should be 2 sentences at most for characters, and 3 at most for setting. CCGs are clinically-led statutory NHS bodies responsible for the planning and commissioning of health care services for their local area. There are now CCGs in England. Commissioning is about getting the best possible health outcomes for the local population, by assessing local needs, deciding priorities and strategies, and then buying services on behalf of the population from providers such as hospitals, clinics, community health bodies, etc.
CCGs have a statutory responsibility for commissioning most NHS services including urgent and emergency care, acute care, mental health services and community services. Increasingly they are also involved in commissioning primary care and some specialised services see section on collaborative commissioning below.
CCGs are groups of local GP practices whose governing bodies include GPs, other clinicians such as nurses and secondary care consultants, patient representatives, general managers and — in some cases — practice managers and local authority representatives.
This includes specialised services, such as neonatal services and treatments for rare cancers, and primary care, including GPs, pharmacists, dentists and opticians — although increasingly these responsibilities are being shared with CCGs see below. NHS England also commissions some public health services, such as immunisation and screening programmes, as well as health care for people in prisons and secure units and some services for the armed forces.
As well as commissioning services directly, NHS England is responsible for assuring the quality of CCG commissioning through an annual assessment process. Local authorities are responsible for commissioning publicly funded social care services.
This includes services provided to people in their own homes as well as residential care services. Since , local authorities have also been responsible for commissioning many public health services including sexual health services, health visitors, school nursing and addiction services as mentioned above, some public health services are commissioned by NHS England.
Government is yet to decide whether the grant will continue to be ring-fenced in future years. In addition, health and wellbeing boards , formal committees of local authorities that bring together local authority and NHS representatives , are responsible for carrying out a joint needs assessment with CCGs and developing a joint health and wellbeing strategy for their local population. Support for commissioning activities is available from commissioning support units CSUs and a range of private and voluntary sector organisations.
These organisations support commissioners in a range of ways. For example: helping them plan and manage services by providing access to real-time information about the local health system; enabling them to deliver better population health outcomes and integrated care through analytical and transformation support; and supporting their operational functions by providing transactional services like finance and payroll.
They provide services for a range of organisations that include local authorities and hospitals as well as CCGs and NHS England, and they are increasing their support to whole systems rather than just individual organisations. The current system is based on arrangements set out in the Health and Social Care Act , which aimed to put GPs at the forefront of the commissioning process.
Although the structures established by the Act have remained in place since it came into force in , the way that commissioning is delivered in practice has evolved since then — and is continuing to do so.
NHS England and NHS Improvement have proposed legislative changes to support these new ways of working, but there is currently no timetable for putting the proposals before parliament. Key changes to commissioning include the delegation of some responsibilities from national to local organisations and systems, and greater joint working between different commissioning organisations and between commissioners and providers. Some of the key changes that have taken place, which are likely to characterise the development of commissioning over the next few years , are set out in the sections below.
This was intended to support a shift in investment from acute to primary and community services. NHS England recently set out plans to give local systems rather than just commissioners a greater say in how the specialised commissioning budget is spent in their area. Local areas can apply to take on greater responsibilities, although there is no single model for this and proposals are approved on a case-by-case basis. Greater Manchester is an example of an area that has taken on greater responsibilities for commissioning a range of specialised services.
CCGs are increasingly working together to commission services across their local populations and deliver economies of scale. In many areas two or more CCGs are sharing staff or have shared management structures; most now share accountable officers. Some CCGs have established new governance arrangements to support joint commissioning, such as joint committees. These arrangements are often accompanied by the pooling of commissioning budgets.
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