微微草视频

Approaches to learning in social care

We look at some recent case studies that highlight the different ways people and organisations can learn in social care.

In social care, we have a huge range of skill sets and a highly diverse workforce, meaning there’s plenty of ways people can learn new skills. Whether through hands-on training or professional coaching, the ability to learn, adapt, and grow ensures that social care staff can continue providing excellent support.

We wanted to take a look at different types of events and learning experiences that have taken place across the sector by looking at two recent case studies.

Whitmore Vale Housing Association – wheelchair training

Whitmore Vale Housing Association provides supported living services for people living with physical and learning disabilities. In September 2024, an incident occurred involving someone using a wheelchair on a minibus, prompting a ’lessons learned’ review. The incident highlighted a critical gap in staff knowledge regarding the safe handling and support of people using wheelchairs.

The need for a comprehensive training programme arose not only for the proper manoeuvring of people in wheelchairs on and off minibuses but also for more general daily support. As a result, a specialised wheelchair safety awareness training was developed to improve staff competencies, ensure dignity and respect for residents, and improve overall safety.

The initiative was spearheaded by Whitmore Vale’s business service manager and training manager, who collaborated with people living at Whitmore Vale. A resident who became the ‘wheelchair champion’ also played a key role in co-producing the training content, ensuring that it was both practical and sensitive to the real needs of those in wheelchairs. This was a really important part of the learning process as she provided valuable insight and lived experience from a wheelchair user’s perspective.

The training was designed to be a comprehensive programme, including both theoretical and practical elements. Topics covered included:

• communication with residents
• dignity, respect, and consent
• specifics of manoeuvring wheelchairs
• practical sessions on the use of clamps and tail lifts for minibuses.

The training was tailored to Whitmore Vale’s seven services and seven minibuses, with practical components delivered at each location. Additionally, the training manager liaised with Ricon, a manufacturer of tail lifts, to gain further insights into safety procedures. This consultation revealed a discrepancy between American and UK standards regarding wheelchair positioning in minibuses, prompting adjustments in the training to address UK-specific challenges.

Following the training, minibuses across the Whitmore Value’s services underwent a complete overhaul of their safety belts to ensure they meet appropriate safety standards. The programme has now been fully rolled out across all seven services, with bespoke training tailored to each site and its unique vehicles.

The changes introduced by this training have been a huge step forward for Whitmore Vale. Staff have reported a marked increase in their knowledge and confidence when it comes to supporting residents using wheelchairs. The feedback from both staff and residents has been overwhelmingly positive. The wheelchair champion, who played a crucial role in the programme’s development, highlighted the training’s success in promoting dignity and respect, and in fostering a greater understanding of the risks involved in wheelchair support.

While the full outcomes are still being monitored, early indicators suggest that the training has led to a reduction in safety incidents involving wheelchairs, improved staff confidence, and enhanced communication between staff and residents. The second phase of this work will involve the creation of the wheelchair passport scheme, which the provider hopes will offer an additional layer of safety and guidance, further contributing to the ongoing improvements in wheelchair support at Whitmore Vale Housing Association.

Here are what team members and residents had to say about the project:

You can find out more about learning from accidents and events through our free eLearning module.

Coaching sessions

As part of his Level 5 Professional Coaching Apprenticeship, Mike Bailey, Locality Manager at 微微草视频, required 40 hours of coaching activity to complete his learning. Mike recognised this as an opportunity to support his network of social care partners by offering free coaching sessions to those across his region.

To market the opportunity, Mike spread the word to members of the London and South East (LSE) Learning and Development Network and a number of deputy registered managers from the LSE Deputy Managers Network. Interested parties could enquire directly and receive an initial ‘chemistry session’ to ensure compatibility between Mike and the potential participant and hear more information on how the sessions would be delivered.

Six managers agreed to progress with the coaching programme, each receiving up to seven one-hour coaching sessions. These sessions were conducted using the GROW model (goal, reality, options, will), a widely used framework in coaching that supports individuals in setting goals, understanding their current reality, exploring possible actions, and committing to the next steps. Alongside GROW, Mike introduced other coaching models over the course of the sessions, ensuring a responsive approach to each individuals needs.

The coaching process was entirely focused on the managers and their professional challenges. Each coachee had the freedom to choose a topic for discussion during their sessions, whether they wished to explore different subjects or continue delving into the same issue over multiple meetings. Mike’s role as a coach was to create a safe space and ask probing questions that enabled participants to think differently about their situations and develop new perspectives.

Feedback from participants was positive across the board. Comments included:

I think it needs something here to say something around asking people what skills they have they might be happy to share, use your networks, make connections etc. Not every area will have a Mike doing a course but there may already be people trained in coaching that would be willing to share their expertise with others in their network.

Final thoughts

We hope these case studies highlight the diverse and innovative approaches to learning and development within the social care sector. From coaching sessions that foster personal growth and leadership skills, to tailored training programmes that address critical safety needs, each example illustrates how learning is driving improvements in care quality and staff confidence.

Visit our ‘Learning and development matters’ landing page to find out more.

Print this page