This document sets out the circumstances that may result in a change of worker from the regular service users care, team. This occurs for all sorts of reasons, but particularly when sickness takes place. This organisation believes that to deliver a quality service, continuity of care is paramount. This policy sets out when changes would need to be made.

This document outlines the procedures of this organisation concerning the exceptional circumstances in which a change of a service user’s care or support workers might be unavoidable.

To comply fully with the Fundamental Standard Regulations, this organisation must organise staff and staff duties so that sufficient numbers of experienced, skilled, and competent staff are on duty at all times.

A manager or supervisor who has to arrange for a replacement worker should observe the following general rules:

Agency staff must be of a competent and high calibre so that the quality of care delivery is unaffected by their use. Concerning agency staff, the following process must be followed

Most sickness absence is unpredictable, so quick action is likely to be needed to fill the gap created by the non-availability of a worker. An attempt should be made to work out how long the absence is likely to be and to make a plan to cover the whole period, rather than proceeding on a day-to-day basis. An absence arising from special or compassionate leave should be similarly handled.

It should usually be possible to anticipate absences resulting from holidays or training, make careful replacement plans, and explain the situation fully to the service user in advance.

It should usually be possible to anticipate absences resulting from a worker leaving the company, make careful replacement plans, and explain the situation fully to the service user in advance.

If a worker, e.g. leaves the company without notice or it becomes necessary to change a worker urgently for any of the reasons listed, quick action is likely to be needed to fill the gap. Consideration should be given as to whether it is possible to make an alternative long-term arrangement immediately or whether a temporary arrangement is necessary until a more satisfactory long-term replacement can be available.

If a situation arises in which it becomes apparent that a worker does not have the necessary skills, physical capacity, or training to deal with a service user’s changed needs, or cannot be available for additional hours or changed times, it should usually be possible to anticipate the development and make planned arrangements for a replacement. If not, the point above applies.

If the service user requests a change of worker, the manager should, of course, explore the reasons. In most cases, since we always aim to meet service users’ requirements, the request should be met. Even if the request seems unreasonable, it may be wise to make a change, as the relationship with the existing worker may deteriorate further. Only if the request seems flippant or if there are repeated requests, should we hesitate to comply with a service user’s wishes. Before making the change, the manager should discuss the request with the worker to obtain as full a picture as possible; support the worker, if appropriate; and, if the worker was indeed unsatisfactory, initiate any other necessary action, e.g. further training, increased support or supervision, or, in serious cases, discipline. Subject to some discretion, the manager should confidentially brief the replacement worker on what happened.

If a non-professional relationship has developed between a service user and a worker, it is usually necessary to act swiftly, but the service user should still be consulted as fully as possible about the replacement. The manager should then assess whether the incident should lead to further training, disciplinary or other action in respect of the worker and, subject to some discretion, should confidentially brief the replacement worker on what happened.

If it is necessary to relieve a worker because of the stress the assignment generates, the situation should usually be anticipated and a carefully planned replacement introduced with full consultation. The new worker should, of course, be confidentially briefed on what has happened and, if appropriate, be provided with additional support. Careful consideration should be given to the future workload and support needs of the worker replaced.

If a worker suffers abuse or discrimination to an extent that they need to withdraw from a service user, the manager should thoroughly explore the situation and consider whether the organisation can continue to provide a service. If it is decided to continue, any replacement worker should be thoroughly briefed on the risks of the situation. The service user or their representative should still be consulted as fully as possible about the replacement, but they should be warned that any recurrence of the abuse or discrimination may prejudice the continuance of the service.

Dignity and Respect
Equality and Diversity
Meeting Needs
Responsive Services

CQC Key Lines of Enquiry for Adult Social Care Services:
https://www.cqc.org.uk/guidance-providers/adult-social-care/key-lines-enquiry-adult-social-care-services

CQC Adult Social Care Key Lines of Enquiry and Prompts: Source of Evidence:
https://www.cqc.org.uk/sites/default/files/20180530%209001095%20ASC%20assessment%20framework%20with%20sources%20of%20evidence%20v4%2000.pdf

All staff, during induction, are made aware of the organisation’s policies and procedures, all of which are used for training updates. All policies and procedures are reviewed and amended where necessary, and staff are made aware of any changes. Observations are undertaken to check skills and competencies. Various methods of training are used, including one to one, online, workbook, group meetings, and individual supervisions. External courses are sourced as required.

Date Reviewed: May 2021
Person responsible for updating this policy: Carly Fortune
Next Review Date: May 2022