Roundtable Event 21 November 2019 @sfc_northwest Marriot Hotel - - PowerPoint PPT Presentation
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
CEO and Commissioners Roundtable Event
21 November 2019 Marriot Hotel Worsley
@sfc_northwest @skillsforcare
Welcome
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
Introduction
Housekeeping
Programme
the Right People
NW ADASS Strategic Workforce Framework
Richard Timms Associate Consultant Institute of Public Care
North West CEO and Commissioners roundtable 21st November 2019
NW ADASS & LGA Strategic Workforce Framework
health and social care sector takes a mature, integrated approach to tackling its workforce challenges in the years ahead.
Strategic Workforce Framework & an implementation plan for the North West regional health and social care sector.
the sector in developing the Framework and ensure that they are fully committed to it.
Context of the project
challenges and complex interdependencies across the region, involving 23 councils and 3 STPs areas,
regional and regional priorities.
context in some areas.
national NHS, STP, ICS agenda (Place Based Care, Long-Term Plan, Topol Review, NHS Interim People Plan).
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
services?
future need/demand but may incur immediate cost?
supply all current and future demands for care services?
whether state bodies like councils and the NHS or private payers?
people required to staff our future care services?
care services and how best do we harness the potential of technology.
informal and formal care, and how society, including businesses, can best support them in that. (Economic Value)
groups (STP’s/ICS) of LAs and the region as a whole respond ?
Summary of Initial Stakeholder Feedback - Interviewees
1 1
NWADASS Strategic Workforce Framework Engagement Workshops
17th September Manchester 27th September Preston 8th October Liverpool Key Themes
and local context
project
What our current workforce tell us about working in the sector
North West pilot of the national adult social care workers survey
to join the adult social care sector
working environment
intention to leave, and what the factors are influencing this.
Ambition of the Framework Vision - Feedback
duplication and be more efficient and effective.
partnership, which is inclusive, compassionate, collaborative and improvement-focused,
barriers
parity of esteem
“Providing quality care for those who need it and quality work for those who provide it”.
“Providing quality care for those who need it and quality work for those who provide it”.
Introduction
Setting the Context Challenges in the North West The value of Social Care aligned to the STP’s
The Ambition of the Framework Vision, Objectives & Benefits Feedback from
people who use our services & the workforce
Six Workforce Themes Priorities and collaboration
Governance of the Framework Communication & Engagement Implementation Plan
Recruitment & Retention Training Support & Development Employer
New Models of Care & Integration Economic Strategy
Introduction
Framework
Enablers
Workforce Themes Short Term Actions Activity Required Time line Helpful Resources Lead person or Organisation Alignment to STP priorities and Enablers Progress Notes Workforce Themes Medium Term Actions Activity Required Time line Helpful Resources Lead person or Organisation Alignment to STP priorities and Enablers Progress Notes Workforce Themes Long Term Actions Activity Required Time line Helpful Resources Lead person or Organisation Alignment to STP priorities and Enablers Progress Notes
Implementation Plan
Recruitment & Retention
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
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 as ‘a brand’ in a range of both sub- regional and local recruitment initiatives.
Recruitment & Retention
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.
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.
at a local level to address recruitment and retention issues making health and social care a ‘career of choice’.
system’ with integrated rotational posts and rotational careers, broadening multi- disciplinary working within new associate pathways and roles.
Recruitment & Retention
shaping and planning:. Skills for Care
commissioners including into five key themes below.
the community
workforce
support
for support at home has Includes; continuous quality development, a closer alignment of support at home with locality teams, and a greater emphasis on wellbeing and
packages
Attraction, Recruitment, Retention Stockport Ethical Commissioning Framework
Purpose of the framework Stockport Council’s Ethical Framework for Commissioning Support at Home in Adult Social Care.
providers in Stockport is the recruitment and retention of a suitable care workforce. The Ethical framework is seen as approach to address the issue in two ways:
which more people are enabled to seek wider circles of support (reducing long term demand for commissioned support)
alongside the remuneration for direct care staff so that more people are attracted to work in the care profession (helping to increase supply).
The approach
support to service users at a minimum of £8.29, significantly in excess of the National Minimum Wage.
providing direct support are offered a contract which guarantees a minimum number of hours of work per week.
reduce the time that workers spend travelling between visits, localising support and maximising the time that they spend providing support to service users.
develop robust recruitment and retention policies and procedures which seek to employ workers who live and work in their local area, making the most of their knowledge and connections in their community for the benefit of service users and their careers.
schools and a Clinical Commissioning Group in Barrow-in-Furness to FTSE companies and Government departments, the #iwill movement has gone from strength to strength over the last few years.
through the #iwill Fund
part of their culture and practice
careers service, targeted at primary and secondary school pupils, college and university students that increases understanding on the great job and career opportunities offered in health and social care.
UK that create opportunities for 10-20- year-olds to take part in social engagement that make a positive difference to others in the local community
Choice’ requires both time and investment in focusing on the well-being of the workforce and recognises the value in empowering employees to make decisions about, and take responsibility for how they do their jobs, control their choices and how they perform their core functions.
should feel as if they have the opportunity to be actively involved in the development of the service.
innovations and are actively recognised and provided with regular feedback about their performance, growth prospects, accomplishments, and development needs regularly.
Wigan Deal Principles Take an asset- based approach to services, whereby community capabilities are deployed to promote self-reliance and independence. New 'social relationship” between the council and local communities Providing services in local groups where people know and trust each other, rather than focusing on expensive public services that are less effective, An engaged workforce with core behaviours” and the “freedom and permission to innovate”.
Employer of Choice
North West Care Badge
‘Care Badge UK’ which seeks to promote awareness of and appreciation for social care and the workforce and raise the esteem in which social care and its participants are held.
region’s business leaders to buy the £1 care badges and distribute them for free to their employees and customers in a visible display of support for the workforce.
Health & Wellbeing Toolkit
toolkit: The LGA have developed an independent health and wellbeing review toolkit looking at
management and wellbeing policies which can help improve employee resilience and so aid retention and attraction to the sector.
the region
NWADASS Strategic Workforce Framework Engagement Workshops
Key Themes
Merseyside SW Teaching Partnership to try to widen the scope of its future remit from just ‘social work’ to ‘social care’.
workforce initiatives already being progressed – and worth developing further - but there is a sense of limited coordination and focus. There is a real danger that the impact of these initiatives could be diluted and lead to a lack of clarity and confusion.
Prevent Reduce the instance or incidence of ill health and demand for care Enable Increase the control and capacity service users have to improve their situation Assess Identify and understand a presenting problem, including evaluations Plan Define the package of skills required to meet service user needs Treat Change the condition and restore the service user to good, or improved health Rehabilitate Restore functionality, independence, participation and even purpose of service user Relive Assist service users by abating symptoms of ill-health and distress and meet support needs. Link Connect different sectors, services, workforces and their skills around a holistic understanding of the needs of the service use
role for commissioners to take a more ‘activist’ position by stepping into the market to enable, mediate and influence other partners as a means
generating social value as a result. Fundamentally, this relates to building local wealth, securing social outcomes and new models of ownership and market delivery
programme based on best practice principles of the pilot, to Registered Managers in care homes, living well at home and learning disability services across GM A new approach to recruiting & developing registered managers in residential care
Training Support & Development Digital Capabilities
the NHS Digital Capabilities framework and are actively seeking support at a regional level from social care workforce leads to ensure the digital learning needs of the social care workforce are appropriately addressed within the framework.
Training Support & Development Leadership Development
Collaborative and integrated Leadership: In partnership with HEE expand the current NHS Leadership academy offer to include learning initiatives for managers and leaders whom are leading or working within collaborate or integrated partnership arrangements across the region with a focus on:
sector and how to raise the profile
layers of governance.
Economic value: Advancing local community power
developed a ‘social value toolkit’ to aid the delivery of wider economic and social benefits available through the procurement and commissioning of LEP programmes be they social, environmental or economic.
(LCO’s) Strong joint working and collaboration with GMHSCP, GMCA, Providers, Local Authorities, Primary Care and others.
8,000 people to benefit from nearby non- clinical resources, like befriending, arts activities, healthy eating advice, volunteering and sports.
Wigan is part of ‘The Deal’ where the council and everyone who lives or works in Wigan works together to create a better borough. It is the transfer of land, buildings
community/voluntary groups or social enterprises.
Healthier Lancashire & South Cumbria ICS Our Next Steps
workforce for the future with the capacity and capability to provide sustainable care and support to our local communities.
services in Lancashire and South Cumbria: This could involve changes to current models of care, locations of care or the number of hospitals which provide care.
the public sector
Cheshire & Merseyside STP
lives by actively promoting what we know will have positive effect on health and wellbeing
in local government and the voluntary sector to develop joined up care, with more of that care offered outside of hospitals to give people the support they really need when and where they need it.
costs, maximising value and using the latest technology & innovative ways of working, including sharing electronic information across all parts of the health and care system
Greater Manchester STP Priorities
share critical information about frail patients and people with dementia between the individual, their carers and professionals.
condition, addressing them at home and avoiding hospital admissions.
barriers to the success of Living Well at Home –
independent in their own homes and communities.
personalised support, such as training for homecare providers, and to develop care staff to take on new neighbourhood-based ‘blended roles’
New Models of Care & Integration Working together for change
Working Together for Change massively assists with this task."
tech, and can help commissioners and providers make better use
want and need in a way that makes the most sense to them.
commissioning cycle and is run regularly to ensure commissioning priorities reflect what people most want and value from services.
Manchester region to inform the first ever sub- regional market position statements that aim to give the right messages about what services should be provided in the future
New Models of Care & Integration Shared health and care records
adoption of digital services at scale to achieve a step-change in the delivery of seamless care for the 4.2 million people living in the North West Coast (NWC) and make accessibility to real-time shared information the ‘norm’.
address system- wide challenges. Early indicators show that this innovative approach is enabling frontline health and care staff access essential information at the point of care.
by 2024 local health and care records functionality will move to the local health and care records, and individuals’ care plans too.
Integration: Strengthening relationships across sectors
health, care, and voluntary, community and social enterprise sector leaders has been launched be to provide practical help with developing the relationships needed to transform health and care systems.
England and the National Lottery Community Fund. The offer, which is free to access includes bespoke support, workshops, online resources, coaching and peer support.
be recognised but to achieve better parity of esteem between them, greater coordination around pay and reward strategies is required at all levels.
bodies, unions etc, should come together to examine the scope for greater coordination of rewards and basic terms and conditions.
that DHSC and NHS Improvement are establishing. Discussions
NHS in its Long-Term Plan is to employ and retain more staff with better rewards and this may have an effect on the ability of councils and social care providers to recruit.
modification order so that staff can transfer from NHS to local government and social care providers and vice versa with full continuity of service; this is seen as the major barrier to mobility
Table Discussions
feel need to be prioritised?
could scale up?
Strategic Workforce framework
NW Adult Social Care Staff Survey
Martin Reddington
Table Discussions
take action on?
your organisation?
Adult Social Care Survey
Values Based Recruitment
Lindsey Hanson Project Manager – Recruitment and Retention Skills for Care
Attracting and Retaining the Right People
#carevalues
ASC-WDS 2018 Workforce data
https://www.skillsforcare.org.uk/adult-social-care-workforce-data/Workforce- intelligence/Home.aspx
ASC-WDS 2018 Workforce data NW region
The cost of getting it wrong
▪ The cost of replacing leavers. (www.cipd.co.uk). ▪ Potential negative impact on existing staff. ▪ Quality and continuity of care.
Why does values-based recruitment matter?
Because employers tell us it works
Values-based recruitment and retention
‘…(VBR) is a values-based approach to the
attraction, selection and ongoing support and development of staff and volunteers, which enables employers to understand an individual’s values, behaviours and motivations and assess whether they align with the values, culture and expectations of the workplace’ What is it?
The benefits
▪ Provides a clear message about what’s important in your workplace. ▪ Demonstrates that values are at the heart of everything you do. ▪ Shows if an individual’s values and behaviours align with your workplace expectations. ▪ Helps you to become an employer of choice in a competitive market.
Timeline
1992 – Warner report – children's services NSPCC Leicestershire ‘Frank Beck’ 2004 – Birchard Enquiry – Education 2010 Francis report – NHS/Health - Mid Staffs 2011 - Winterbourne Report – Adult social care
2012 - Oxfordshire and partners develop an
example values framework for adult social care
An holistic approach
Predictive validity
Selection method Validity 0 - 1
Assessment centres
0.65
Work-based samples
0.54
Ability tests
0.53
Structured interviews
0.4 – 0.5
Personality tests
0.39
Biographical data
0.38
References
0.23
Traditional interviews
0.05 – 0.19
Values interview
Examples of recommendations from providers
clearly communicated and effectively used in their recruitment processes.
people with the right behaviours and attitudes to meet the standards of care needed.
develop new workers. This can help you to redirect time and funding to initiatives helping to reduce these costs.
What is the impact?
Focusing your efforts
Targeting and attracting the right people
Who am I looking for?
▪ What do I need now? And in the future? ▪ What are the needs of the people who use our services? (And how do you know this?) ▪ Does our workforce reflect the community it serves? ▪ What values and behaviours are needed by our
Who is my ‘ideal candidate’?
DHSC national recruitment campaign
The campaign aims to drive a new generation of people to consider and apply for a job in adult social care. During the first phase, 1 in 4 care staff surveyed saw an increase in either enquiries, applications, interviews or vacancies filled. The next phase of the campaign started in October and will run for over six months until April 2020.
An holistic approach
What can you do? - Retention
▪ Supportive Induction ▪ A positive place to work ▪ Learning and development ▪ Good working conditions ▪ Rewards and Recognition
Who am I targeting?
Your typical ‘go to’ groups might include… ▪ Women returners ▪ Over 55’s ▪ School leavers/ graduates Have you thought about targeting… ▪ Men ▪ Disadvantaged young people, e.g. Care leavers ▪ Long-term unemployed ▪ Disabled people and people with health conditions
Where will I find them?
Your ‘patch’
▪ Local schools/ nurseries/ playgroups ▪ Community/ voluntary groups ▪ Colleges/ universities ▪ Army barracks ▪ Supermarkets/ newsagents ▪ GP surgeries ▪ Job Centre/ job fairs ▪ Coffee shops
How can I reach them?
Design recruitment activities tailored to each location and your ideal candidate,
Tailored communications
Hand out fliers at the primary school gates to parents, inviting them to your premises for an
informal chat over coffee/
group coffee morning. Mention part time hours are welcome, happy to be flexible and work around your commitments. Promote your vacancies at local community/ voluntary
groups via fliers and posters
explaining how rewarding care work can be.
Lindsey Hanson lindsey.hanson@skillsforcare.org.uk randr@skillsforcare.org.uk
Reflections
Dr Mark Ward CEO Borough Care, Skills for Care Board Member Event Chair Date of next meeting: 21 May 2020
Closing Comments
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
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