CEO and Commissioners Roundtable Event 23 May 2019 @sfc_northwest - - PowerPoint PPT Presentation

CEO and Commissioners Roundtable Event

23 May 2019 Mercure Hotel Haydock

@sfc_northwest @skillsforcare

Welcome

Hazel Summers, Care and Health Improvement Advisor, Local Government Association Event Chair

To engage organisations and commissioners in dialogue on engaging with the new world in health. To discuss areas of

• pportunity for the social care workforce

Introduction

Housekeeping

Programme

• NW ADASS Workforce Setting the context
• Local Showcase of a Health and Social Care Career

Academy

• Introduction to the NW Integrated Health and Social

Care Academy Toolkit

• Table discussions
• Local Showcase of Working Together
• Review and date of next meeting
• Networking lunch

North West Integrated Health and Social Care Academy Toolkit

Andrew Burridge Policy and Programme Manager NW ADASS

Setting the Context - Workforce

https://youtu.be/RLhRB4iYhsg

Thursday 30 th May 2019

NW ADASS Workforce

North West Integrated Health and Social Care Career Academy Toolkit

The North West:

• 23 Local Authorities
• 4 sub-regions
• 3 STP footprints
• 5.7m adults – the third largest region

in England

• £2.4bn gross total expenditure in

2016/17

• Extremely diverse region

NW ADASS:

• Policy and Strategy Development
• Research / Networks / Assurance
• Best Practice and Innovation
• Challenge and Support
• Data and Intelligence
• Sector Led Improvement

NW ADASS: Workforce

2016 2017 2018 2019

• Branch Priority (?)
• Regional Network
• Stakeholder

Engagement

• Emergence of STP’s
• Vision but lack of

collective commitment, understanding of issues, data and intelligence

• Pressed pause!
• TEASC Risk Awareness
• Care Market Analysis –

Engagement Report

• Practical Activity
• Aspiring Directors
• Post Graduate Social

Work Course (MMU)

• Practical Activity
• Aspiring Directors
• Quality Improvement
• COPS / DOLS
• Modern Slavery
• Legal Literacy
• World Class Workforce

Report What next…….

• Strategic Framework
• HSC Career Academy

Toolkit

• Social Care ‘Brand’
• STP Collaboration
• Brexit
• ----------------- Engagement Engagement Engagement ------------------

Leadership Activity Intelligence Strategy

NW ADASS: TEASC Risk Awareness

• NW ADASS in March 2018 published a

comprehensive Towards Excellence in Adult Social Care (TEASC) Final Report which was the collation and analysis of 23 local authority/system risk awareness self-

• assessments. The below extract

summarises the level of challenge within the region in respect of workforce challenges:

• “All most all, 95% of respondents

flagged that they are facing workforce challenges that are of concern of

• worsening. Overall, there are major

problems in both recruitment and retention of employees into this sector. Within commissioned services there is a significant pressure on recruiting and retaining suitably experienced, qualified, and competent individuals. This is felt in varying degrees across both the residential and home care provision, and with regard to home support a shortage

• f individuals who can provide critical

personal care and minor medical support”.

NW ADASS: Markets Review

• Pivotal to achieving the level of

transformation needed was ensuring the workforce had capacity, the right skills, the right support and training, and clear direction that made social care a career of choice.

NW ADASS: World Class Workforce

• Workforce was now a strategic priority but we

didn’t really know what was happening locally, regionally and nationally……………we need to find

• ut!
• During 2018 we commissioned an independent

report; Creating a World Class Workforce for the NW

• It was developed through an exploratory process

with regional and national stakeholders as well as desk top research to understand the current landscape and the emerging themes around the workforce.

• More questions than answers!
• Ideas, suggestions, observations
• A useful framework to hone our efforts

NW ADASS: Strategic Framework

• Discussions in our established Branch meetings and key programmes of work have

articulated the workforce challenges faced in the North West and galvanised the enthusiasm of NW ADASS members and wider stakeholders to meaningfully collaborate to address these issues.

• The region has consulted with the health and adult social care sector (public and

independent) through various programmes of work to identify what it believes will be the core components of a proactive and meaningful North West approach to tackling the workforce issues.

• We want whatever we do next to be underpinned by a strong and co-produced

strategic framework that pulls together the existing efforts of the region to transform the workforce of today and create a world class workforce of tomorrow.

NW ADASS: Strategic Framework

Initial ideas for projects…

• Health & Social Care Career Hubs – Formation Toolkit
• North West Workforce ‘Brand’
• Recruitment Campaign
• Online portal – A central repository for social care vacancies, training,

information and advice

• A new Directors programme for new and aspirant directors across health

and social care to support the growth of a talent pipeline of capable and caring senior leaders (in partnership with North West ADASS, North West Employers and the North West NHS Leadership Academy).

• An aspiration to better understand opportunities relating to apprenticeships,

including an integrated offer.

The Strategic Framework will … Co-produced Align STP/ICSs Describe ASC vision, values and priorities Set out economic impact of the ASC workforce Recommend governance and capacity Lay out tangible recommendations for action at local, sub-regional and regional level and delivered in the short, medium and long term – this will be captured in an ‘implementation framework’ which will cover a minimum of 24 months. ….producing a best practice guide

Local Showcase

Helen Cook Health and Social Care Career Academy Manager Blackpool and The Fylde College

Health and Social Care Academy

Questions?

NW ADASS: Academy Toolkit

Health and Social Care Integrated Career Academy Toolkit

• NW ADASS is leading a project on behalf of its partners to develop a ‘toolkit’ that presents the

actions and information needed in order for a locality or cluster of localities to develop an ‘integrated health and social care career academy’.

• The toolkit will capture learning from across the country, including existing exemplar sites

(Blackpool and Fylde Coast)

• Integrated health and social care career academies that are aspiring to nurture and grow

talent at a local level to address recruitment issues - making health and social care a ‘career

• f choice’.
• The toolkit should be a comprehensive document that gives people the necessary information

to construct their own academies: Partnerships (HS, LA, Academia, Independent Care Sector), governance, funding, education, placement agreements, information advice and guidance, and pathways.

Project stage Activity

Project set up Initiation meeting, Confirm project plan and actions, Identify stakeholders and strategic interviews Literature review Desktop research, information analysis Document Analysis Develop analysis matrix Best practice analysis Develop interview schedule and key people to interview Developing the toolkit Developing interview schedule, plan workshops, identify venues &

• participants. Facilitate workshops and identify key content

(July / August / September) Testing the toolkit Plan workshop and interview key people Finalising the toolkit Identify key groups/meetings. Agree sign off approach. (October / November)

The Final toolkit will include

• Definition of Health and Social Care Academy
• Best practice from the national ‘academy pilots’
• Establishing Leadership and partnerships /Sign up of partners
• Managing change and organisational development
• Defining your ‘Scope’
• Determining Infrastructure, governance / risk management and finance
• Defining your workforce issues including; population needs, policy mapping,

horizon scanning, values mapping and understanding assets, workforce analysis, workforce development needs, workforce market shaping /market shaping,

• Mapping & developing career pathways /apprenticeship requirements –course

development

• Your placement requirements / placement standards
• Developing Evidence Based Practice across your Health and Social Care Economy
• Measuring Success

Table Discussions

• What are your priorities for workforce and what

should the Toolkit focus upon?

• How can your organisation be involved in this

project?

• Contact: andrewnwadass@nwemployers.org.uk

Formation of a North West Integrated Health and Social Care Academy toolkit

BREAK

Local Showcase

Vincent Fraga Head of Commissioning and Infrastructure Adult Social Care Stockport Council

Working together

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23 May 2019 Vince Fraga – Head of Commissioning Stockport MBC

Working Together

Better partnerships and engagement between providers and commissioners

• Background to the Stockport environment
• Challenges we faced
• Principles
• Examples of success
• The horizon and next steps

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Introduction Introduction

Background

• A substantial range of providers in the borough

commissioned on behalf of the Council to provide critical care and support to citizens

• Historically not always a coherent approach and

providers dealt with multiple individuals within the Council

• Over time the agenda nationally, politically and
• rganisationally focused on the care sector
• Gradually an understanding emerged that the wider

care sector workforce needed to be recognised and valued

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Background

Challenges

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Relationships could be tense and adversarial Providers felt they were getting the brunt of austerity measures A balanced view of the provider perspective not always recognised Provision of quality under the new CQC regime was patchy Cost of care and dependency levels Significant system pressures from Acute / Urgent care Workforce challenges in the care sector

Challenges Challenges

CHALLENGES

Challenges

Principles

• Transparency
• Communication
• Forums to meet
• Accessibility
• Recognition

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Our priorities

Better health and wellbeing for all Better care for all Our partners The DH itself Successful change Better value for all

Principles

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Examples of Success

Quality Assurance

• Significant issues of quality & one of the worst

performing councils in GM and NW

• A focus on new approaches and a formal

partnership with health was needed

• This led to a formation of a joint team that

focused on improving quality of provision and compliance with CQC

• A key component was partnerships,

collaboration and resilience built into the approach

• Provider buy-in was crucial

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Quality improvement Partnership Collaboration Resilience

Quality Assurance

Success

• Stockport remains the fastest improving locality

within GM for improved CQC ratings.

• The proportion of nursing home beds rated as

good or outstanding in Stockport is 75.4%.

• The proportion of residential home beds rated

as good or outstanding in Stockport has increased from 55% to 78% (same period last year).

• The proportion of inspected domiciliary care

agencies in Stockport rated as outstanding or good has increased from 75% to 90.3% (same period last year).

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75%

Nursing homes Good/Outstanding

78%

Residential homes Good/Outstanding Domiciliary care Good/Outstanding

90% Success

Trusted Assessor

• Critical pressures within the Acute system
• Delayed discharges and ‘stranded patients’
• Admissions from hospital into care homes

challenging

• Issues of trust between providers and

professionals

• Single point of contact between the hospital

and providers needed

• Relationship building was critical

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Trusted Assessor

Success

• Trusted Assessor Team established and embedded

across the system

• The team established excellent relationships with
• ver 60% of homes in the borough signed up to the

approach

• 695 Bed days saved due to early assessment
• Financial impact of bed days saved £500k
• Co-produced solutions to assessment and

admissions

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695 bed days saved

£500,000

Success

• Develop a federation approach

for providers in the borough

• Develop a Care Academy

approach and workforce strategy

• Further improvements on quality

assurance

• Collaboration across the region

via ADASS and GMHSCP

The Horizon and Next Steps The Horizon and Next Steps

Table Discussions

• What else would you like to see to assist in

understanding the workforce implications of Commissioning strategies and intentions?

• What would you want to see in terms of

relationships in improving quality and delivering

• perational priorities?

Working Together

Reflections

What one thing will you take away from today to action? What topics would you like to see? Please leave on a post it note and add to flipchart on way to lunch Activity – Christine Burkett, Head of Area – North West

NW Annual Staff Survey & Accolades!

Christine Burkett Head of Area Skills for Care

Accolades

• Entries open on Tuesday 7 May 2019.
• The closing date for entries is Friday 21 June 2019.
• All finalists will be invited to a glittering black-tie awards ceremony in

London on Wednesday 22 January 2020

• Take a look at our categories and the questions you’ll need to answer,

along with the category information sheets and guidance for entering.

• www.skillsforcare.org.uk/Getting-involved/accolades/categories.aspx

Celebrate success!

Reflections

Hazel Summers, Care and Health Improvement Advisor, Local Government Association Event Chair

Date of next meeting: 21 November 2019

Closing Comments

LUNCH

Thank you

Stay connected…

For further information or support visit the Skills for Care website at www.skillsforcare.org.uk For updates sign up to our newsletter at www.skillsforcare.org.uk/enews

LINDSEY.DAWSON@SKILLSFORCARE.ORG.UK 07901 111027

Twitter @skillsforcare @sfc_northwest