CEO and Commissioners Roundtable Event 21 November 2019 @sfc_northwest Marriot Hotel Worsley @skillsforcare
Welcome Introduction Dr Mark Ward CEO Borough Care, Skills for Care Board Member Event Chair To engage organisations and commissioners in dialogue on current topical issues. To discuss areas of opportunity and implications for the social care workforce
Housekeeping
Programme • NW ADASS Strategic Workforce Framework • Headlines Adult Social Care Staff Survey Pilot • Values Based Recruitment – Attracting & Retaining the Right People • Networking lunch
NW ADASS Strategic Workforce Framework Richard Timms Associate Consultant Institute of Public Care
NW ADASS & LGA Strategic Workforce Framework North West CEO and Commissioners roundtable 21st November 2019
The project • Purpose : to help ensure that the regional health and social care sector takes a mature, integrated approach to tackling its workforce challenges in the years ahead. • Deliverable : an over-arching regional Strategic Workforce Framework & an implementation plan for the North West regional health and social care sector. • Approach : to fully involve partners across the sector in developing the Framework and ensure that they are fully committed to it.
• The scale of the workforce challenges and complex interdependencies across the region, involving 23 councils and 3 STPs areas, • Wide range of stakeholders. • A balance between local, sub- regional and regional priorities. • A very challenging workforce context in some areas. • A strong and fast-moving national NHS, STP, ICS agenda (Place Based Care, Long-Term Plan, Topol Review, NHS Interim Context of the project People Plan). • Strong collaborative experience and a good starting point with ‘Creating a World -Class Workforce’
Key Deliverables 1. Increased understanding of the risks and challenges facing the sector in relation to the adult social care workforce 2. Collective commitment from senior system leaders to work together at strategic level for the benefit of the whole system to implement the Framework and associated implementation plan 3. Strategic action and behaviours which are transformational, sustainable, support integration and improve outcomes for people who use services, their families and carers 4. An adult social care voice which has parity and influence within each STP 5. Increase the likelihood that working in social care in the north west region is viewed as an attractive and valued career 6. A reduced likelihood of social care system failure attributable to workforce risks and challenges 7. Increased understanding among system leaders, elected members and wider partners of the economic contribution made by the social care workforce to their community and its wellbeing 9
Questions for the sector • How do we best assess and minimise future need/demand for services? • How do we incentivise investment in activities that minimise future need/demand but may incur immediate cost? • Is this marketplace of independent sector organisations able to supply all current and future demands for care services? • Can it do that in way which is fair and affordable to purchasers, whether state bodies like councils and the NHS or private payers? • How can we attract and retain the number and quality of people required to staff our future care services? • What is the most effective arrangements for commissioning care services and how best do we harness the potential of technology. • How people can be supported to find the right balance between informal and formal care, and how society, including businesses, can best support them in that. (Economic Value) • How should Directors of Adult Social Care in individual LAs, sub- groups (STP’s/ICS) of LAs and the region as a whole respond ?
1 1 Summary of Initial Stakeholder Feedback - Interviewees • • Vince Frage Mark Cunningham • • Jon Sutcliffe & Nigel Carruthers Stephanie Butterworth • • Christine Samosa Alan Blunt • • Catherine Jones Nigel Carruthers • • Del Curtis Kash Haroon • • Christine Burkett & Jim Thomas Paula Roles & Danielle Sharples • • Jeanette Thompson Jo Finnerty • • Karen Howell's Henrietta.Mbeah-Banka (HEE) • • Stuart Cowley & Andrea Glasspell Rachel Bowman HNS JOBS • Jo Finnerty • Sheila Wood & Marie Lynch
NWADASS Strategic Workforce Framework Engagement Workshops 17 th September Manchester 27 th September Preston 8 th October Liverpool Key Themes • Regional brand but with sub-regional and local context • Employee passport • Fully integrated career pathways • NHEnhanced Care Coordinators project
North West pilot of the national adult social care workers survey • What motivates employees to join the adult social care sector • How they perceive their working environment • If there is an underlying What our current workforce intention to leave, and what tell us about working in the the factors are influencing this. sector
Total hours by workforce group
Ambition of the “ Providing quality care for those who need Framework it and quality work for those who provide Vision - Feedback “ Providing quality care for those who need it”. it and quality work for those who provide it”. • A better staff experience, reduce duplication and be more efficient and effective. • A stronger, more powerful voice in partnership, which is inclusive, compassionate, collaborative and improvement-focused, • Honesty on current relationships & barriers • Higher level of trust • Real sense of willingness to address parity of esteem
Structure of the Strategic Workforce Framework Introduction Setting the Context Challenges in the North Implementation West Plan The value of Social Care aligned to the STP’s The Ambition of the Communication & Framework Engagement Vision, Objectives & Benefits Governance of Feedback from the people who use our Framework services & the Six Workforce workforce Themes Priorities and collaboration
Workforce Themes New Training Recruitment Employer Models of Economic Support & & Retention of Choice Care & Strategy Development Integration
Implementation Plan Workforce Themes Medium Workforce Themes Long Term Workforce Themes Short Term Introduction Term Actions Actions Actions • Implementation of the Activity Required Activity Required Activity Required Framework Time line Time line Time line • Overview of the Helpful Resources Helpful Resources Helpful Resources Enablers Lead person or Organisation Lead person or Organisation Lead person or Organisation Alignment to STP priorities and Alignment to STP priorities Alignment to STP priorities Enablers and Enablers and Enablers Progress Notes Progress Notes Progress Notes
• Develop a regional employer brand that provides an exceptional candidate experience and provides job seekers with an attractive and innovative perspective on the value of a career (including integrated career pathways in partnership with STP’s) within social care, what other experiences, besides work, they can expect and conveys a positive image of the workforce culture. • In addition, the employer brand should create a sense of community, actively using social media, that explains the sectors culture and develops an overarching regional employer brand but can also be used Recruitment & as ‘a brand’ in a range of both sub - regional and local recruitment Retention initiatives.
• NHS & Social Care Jobs portal: The NHS Jobs portal, run by NHS BSA, are looking towards a discovery phase study about the feasibility of extending the jobs portal service to social care employers. This presents an opportunity to act as a portal for all the jobs in an area, sub region. • North West Integrated Health and Social Care Career Academy Toolkit: A ‘toolkit’ that determines the actions and information needed to develop an ‘integrated health and social care career academy’. The aim of the toolkit will be to support the development of locality based integrated health and social care career academies. • These academies will nurture and grow talent at a local level to address recruitment and Recruitment & retention issues making health and social care a ‘career of choice’. • Retention The academies will operate within ‘one system’ with integrated rotational posts and rotational careers, broadening multi- disciplinary working within new associate pathways and roles.
• Inclusive commissioning Workforce shaping and planning:. Skills for Care offer a range of practical resources for commissioners including into five key themes below. 1. Wellbeing 2. Understanding and empowering the community 3. Labour market shaping 4. Improving the quality of your workforce 5. Integrated personalised care and support • Stockport Council’s Ethical Framework Recruitment & for support at home has Includes; continuous quality development, a Retention closer alignment of support at home with locality teams, and a greater emphasis on wellbeing and opportunities for more flexible support packages
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