The Workforce Challenge

Transcription

1 The Workforce Challenge Kate Terroni, Director for Adult Services, Oxfordshire County Council and Co Chair ADASS Workforce Network Suzanne Joyner, Director of Childrens and Adult Services, Darlington Borough Council Phil Porter, Strategic Director for Community Well Being Dame Moira Gibb, Chair, Skills for Care

2 Now is the time for workforce The adult social care workforce has never been higher on the agenda. In the last 6 months alone there has been: National Audit Office (NAO) report on the ASC Workforce; Facing the Facts, Shaping the Future (draft strategy and consultation). Public Accounts Committee with a focus on the ASC workforce. Announcement by Jeremy Hunt of 10 year health and social care workforce strategy (a valued workforce). Skills for Care National Recruitment Campaign consultation.

3 Some of the common challenges The issues and challenges we all face as a sector are well rehearsed. Turnover rates (approx. 28%). Vacancy rates (approx. 6.6%). Shortages in key roles e.g. nursing Workforce expansion required by 2.6% every year until Possible reasons for sector issues. Lack of awareness and appreciation of the sector and career options. Poor public image of the sector (image portrayed by media). Low wages (tougher roles) in comparison to competing sectors. Perceived lack of opportunities for progression (a job not a career). Lack of sector esteem compared to the NHS We need to remember that 78% of the workforce are not directly employed by local authorities.

4 Workshop aims and objectives To share examples of approaches from the following regions. - South East: values based recruitment. - North East: social work recruitment, retention, quality. - London: commissioning for well being qualification. We want to ask you if we have got the national Workforce Network priorities / work programme right. We want to hear about NHS place shaping and the integration agenda in your local area.

5 South East values based recruitment Values based recruitment - focusing recruitment on candidate s values, behaviours and attitudes, rather than their experience and skills. Potential to reach new pools of candidates who have the right values in highly competitive labour markets. Our aim develop information, advice and training to support VBR/I in the adult social care sector. A partnership - led by Oxfordshire CC with South East ADASS and Skills for Care. Andrea Sutcliffe: new piece of work as a framework for good practice for staff recruitment and retention across adult social care services.

6 Our achievements: Providers and key employees equipped with the knowledge and skills needed to implement VBR/I. A values based recruitment and retention toolkit was redeveloped with Skills for Care. National programmes of training on finding the right people and recruiting for values were held c100 employers attended in the South East. Locality Managers at Skills for Care have been trained to deliver these seminars. Skills for Care is the go-to location on guidance and training in VBR/I and is committed to continue training in response to enquiries and in partnership with councils.

7 Conclusions Core work which the South East ADASS Workforce Group champions in the sector. We want to build on regional success and support the provider market to develop organisations with values based approaches. We are going to scale-up these approaches in the next phase of the Regional Workforce Plan. Training and resources are practical and have received good reviews. Moved from a pilot project in Oxfordshire to a seminar programme with national reach.

8 North East ADASS / ADCS workforce strategy A joint ADASS/ADCS 3 year workforce strategy with a focus on social work (recruit, retain, train and raise quality). Successfully created a North East Teaching Partnership largest in the country consisting of 12 LAs and 6 HEIs. FRONTLINE, Step Up to Social Work and Think Ahead - new training routes to raise quality of students. Social work agency MoU (Sept 17) to cap agency costs, create workforce stability, raise recruitment standards. Investigating innovative usage of apprenticeship levy to fund social worker training and development at Team Manager level.

9 Collaborative approach to Social Worker recruitment The NE needs to attract & retain experienced Social Workers. We needed to promote the regional offer. Recruit as one region instead of 12 competing local authorities. We accept SWs will move between LAs but we will keep them in the region. Regional branding, website and campaign Attendance at national recruitment events as a NE region, more scheduled We continue to build our brand, and are now exploring our own COMPASS event.

10 The qualification Level 5 Qualification (17 credits) is aimed at people new to commissioning but also those who are currently commissioning but do not hold a formal qualification. The module includes four mandatory units: Unit 1: The role of the commissioner for wellbeing Unit 2: Commissioning together for outcomes Unit 3: The commissioning cycle Unit 4: Professional development for effective commissioning The indicative time for this qualification is 168 hours over a three to six-month programme Guided learning commitment (56 hours), made up of taught sessions, and work with assessor Self directed learning (112 hours) will include submitting 4 assignments 10

11 Why London prioritised it London Commissioning Network identified the need: Difficulties recruiting commissioners Few affordable comprehensive development opportunities This offers the opportunity to tailor to local priorities and products as well Supported as part of the London Branch work plan. Commissioners as workforce market shapers: Key part of co-designing is we can put emphasis on impact commissioners should be having on wider workforce Impact through procurement, contract management, quality development, market engagement and management. 11

12 London s approach We are testing this qualification and the approach: We wanted to co-design and deliver Align core national content (HASCA) with London (sub regional health and care) content (including cost modelling tool, minimum standards etc) We wanted assessors to be local commissioners to embed learning We took the decision to learn as we delivered. Consequently: Low cost. 750 per candidate for a 6 month course Cost met by the 2017/18 WDF funding BUT this brings significant cost in terms of time for: candidates, assessors, counter-signatories, and DASSes who facilitated the sub regional health and social care integration sessions. 12

13 Additional time commitment of our approach Co-design and delivery is an extensive commitment: Candidates: aimed for 99 candidates - 3 per borough, but we got 70 candidates, all doing a theoretical 168 hours Assessors: All senior commissioners, most of them to be new to assessing Development opportunity as a commissioner, and as an assessor Starting assumption was it takes 12 hours per candidate to assess, but that is if they are experienced assessors and the course is well organised Counter signatories: need to trained and experienced assessors to quality assure the assessments. DASSes and lead commissioners: preparing and delivering the sub regional sessions on health and social care integration half day sessions plus prep) National and regional experts: to deliver the half day masterclass in May. 13

14 Next steps Short term: Completing assessment process (counter signing) by May Complete evaluation, which started with survey and multi-disciplinary workshop with very positive feedback. Medium term: 1. Finalising options for future development for the 70 people who have completed, working with S4C on additional opportunities: Action learning sets, and More in depth modules linked to Commissioning Network priorities workforce shaping, cost modelling, price analysis, minimum standards 2. Recruiting next cohort for Level 5 qualification to start in June Recruiting and training additional assessors (senior commissioners) 14

15 National Programme and Yorks/Humber National In person induction, Virtual face to face guided learning plus master classes from sector leading organisations and people who use services. 49 learners currently on the programme overall. Plus 30 who have already completed Brings people together across the country who learn from each other as well as the programme. Positive feedback on guided learning and masterclasses. No travelling. Joining the virtual classrooms a challenge at the start for some participants. Next steps? 2 new cohorts have begun in Next group starting in May. How can people sign up? lynda@hascaltd.co.uk or complete application form on website Yorks and Humber Assessment, Guided learning & masterclasses delivered by Hasca Ltd, hosted and coordinated by Leeds City Council on behalf of the region. Input from local people who use services. How has it been funded? By WDF plus contribution from the employer Regional cohort of 19. Positives / negatives? Helped develop regional support network and developed new perspectives for participants. 6 month timescale v work required a challenge. Next steps? Evaluation and possible new cohort for 2018/19 15

16 Lessons learned and feedback The feedback on all 3 courses has been very positive, e.g. London: 93% felt the guided learning was directly relevant to their job only 3 of the 33 who responded didn t think it had benefited their day job There is definitely some work to do on the assessments to maximise relevance. The response reflects the need / the gap: Creating a community of commissioners which doesn t otherwise exist People particularly like the mixed cohorts (ASC, PH, CCGs, and Children s) Some evidence that it should be 6-9 months rather than 3-6. This is being considered nationally and funding will be aligned. It is possible to do this at zero cash cost to LAs, but: requires significant time commitment, but building local community of assessors is very positive It increases the level of complexity and therefore required organisational capacity. 16

17 Questions? Contact details: Phil Porter Brent Council Tristan Brice London ADASS Lynda Tarpey

18 ADASS workforce network priorities 18/19 Have we got these right? 1. Sharing best practice. Opportunity to set up events showcasing regional work Sharing of key messages coming out of national meetings 2. Recruitment campaign for care workforce joint work with SfC. Work closely with Skills for Care on the campaign Ambition to support the development of a sustainable care workforce 3. A workforce for integration. Question for the seminar what does this look like in your area?

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