NW ADASS Workforce Developing Integrated Workforce Strategies Tuesday

NW ADASS Workforce Developing Integrated Workforce Strategies Tuesday 2019 n d 2 April

The North West: • 23 Local Authorities • 4 sub-regions • 3 STP footprints • 5. 7 m adults – the third largest region in England • £ 2. 4 bn 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 Branch Priority (? ) Regional Network Stakeholder Engagement Emergence of STP’s Vision but lack of collective commitment, understanding of issues, data and intelligence Leadership • Pressed pause! • TEASC Risk Awareness • Care Market Analysis – Engagement Report • Practical Activity • Aspiring Directors • Post Graduate Social Work Course (MMU) Activity 2018 • • Practical Activity Aspiring Directors Quality Improvement COPS / DOLS Modern Slavery Legal Literacy World Class Workforce Report 2019 What next……. • Strategic Framework • HSC Career Academy Toolkit • Social Care ‘Brand’ • STP Collaboration • Brexit Intelligence --------- Engagement --------- 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 of individuals who can provide critical personal care and minor medical support”.

NW ADASS: North West Market Sustainability and Oversight Review • Set out the scale of transformation needed in adult social care to ensure a sustainable system moving forward • 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: North West Market Sustainability and Oversight Review – Workforce Findings • • • The system wide transformation needed will be undermined by an inability to recruit enough Care and Support Workers with the necessary skills. Subject Summary Response Priority Provider Failure High/Critical ***** Fee Setting High/Critical ***** Implication of this is that every LA in the North. West Region needs a care and support workforce strategy to work on in partnership with providers, but as many providers are shared by several LAs local approaches should be augmented by a more strategic regional, sub regional or cluster approach. Deterioration of quality of care High **** Market Shaping High **** Workforce Challenges High **** Integration of Health & Social Care High **** Priority given to high needs cases Medium/High *** Care provided at minimum level Medium/High *** Cross-subsidy of care fees Medium/High *** Hospital Discharge delay Medium ** Unpaid carers > reduced provision Medium ** Carers' Needs Medium ** It also makes sense for the workforce strategy to link in with local economic development strategies as local economies can benefit from local people being employed in the local care and support sector.

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 out! • 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: World Class Workforce Engagement • The contents of the draft framework and report have been taken to a series of Regional and Sub-Regional forums and Boards to discuss the key findings and explore how we take the work forward: NW ADASS Executive Board NW ADASS Branch Greater Manchester DASS Liverpool City Region DASS NW ADASS Joint Branch Meeting with North West Adult Social Care Portfolio Lead Members • Health Education England, NHSE, NHS NW Leadership Academy, Skills for Care, North West Employers • Sustainability and Transformation Programmes (STP) and Integrated Care Systems (ICS) • • •

Engaging with Health on Workforce Health Education England • Created under the Care Act • Purpose – to support the delivery of excellent healthcare and health improvement to the patients and public of England by ensuring that the workforce of today and tomorrow has the right numbers, skills, values and behaviours, at the right time and in the right place • Over 2, 000 staff and over 100 projects being worked on

Engaging with Health on Workforce Structure in the North / North West • North Local Education and Training Board (LETB) • 3 x LWAB’s – co-terminous with the STPs • LWABs often have subgroups e. g Regulated Care, Adult Social Care, TCP / LD, Mental Health • Created STP facing local teams

Engaging with Health on Workforce Why Engage? • STPs are addressing integrated strategies which include social care • Addressing issues which directly impact on social care e. g. Care Homes, Learning Disabilities, Mental Health, Nursing shortages, workforce planning. • There are resources which can benefit social care

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 • Intrinsically linked to the established STP Workforce Transformation Plans and Strategies. • The framework will be developed using the available evidence base, be co-produced with key stakeholders and set out the strategic intent for an integrated workforce strategy for the next 5 years • Will describe the regions Adult Social Care vision, values and strategic objectives • Strengthen the voice and influence of adult social care in predominantly health dominated STP Workforce Transformation Programmes • Embed the entire social care workforce as a core component to a sustainable health and care system • Suggest an efficient and effective governance structure to mobilise collective action • Clearly lay out tangible recommendations for action that are appropriately positioned at local, subregional and regional level (Implementation Plan)

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 career academy’. • The toolkit will capture learning from across the country, including existing exemplar sites (Blackpool and Fylde Coast) • Integrated health and social 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 of 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.

NW ADASS Forward Plan 2019/20 Workforce: Strategic Framework H&SC Career Academy Toolkit National Pilot Social Care Staff: NW Survey Asset Based Practice Framework Influencing Social Care Research Carers Effective and Efficient Interventions: Deep Dive / Data Project • Strengths Based Practice Framework – Soft Evaluation • Aspiring Directors • • •

Question What are the key ingredients to ensure Social Care influences STP / ICS Workforce Strategy?

QUESTIONS?