NW ADASS Care and Health Strategic Workforce Framework - January 2020 - January 2020
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NW ADASS Care and Health
Strategic Workforce
Framework
January 2020
Page | 1
January 2020
A North West framework for creating the adult social care
workforce of the future
The social care workforce is the foundation of high-quality person-centred care.
We are proud of the work that thousands of paid and unpaid carers, social workers, occupational
therapists, nurses and many other roles working in different organisations do that ensure people can
live happy and healthy lives.
Continuing to deliver these valuable services is challenging. Higher costs and greater need coupled
with often demanding roles and a workforce which feels it is sometimes a 'poor relation' in health and
care, means, in future, we may not have enough people working in care to meet people's needs. The
people who receive services also, rightly, demand better services to meet their needs in ways that suit
them.
The need to transform the way we do things has never been greater and the people who provide care
and support are central to this.
We want to ensure that we have a social care workforce able to meet the demands of the future, that
provides good and fulfilling jobs to local communities and provides those who need support with
services personalised to them and delivered by the best people.
Our vision is for a highly valued social care and health workforce, working together to improve the
wellbeing of people in the North West.
1. We will make adult social care an exceptional career choice. We will create a plentiful, skilled,
valued and motivated North West workforce which provides good jobs for our communities and
outstanding care for people. This will attract more of the right people to the sector and ensure
that those in service with the skills, knowledge, experience and values stay.
2. We will develop dynamic integrated staff and teams that work well with others and have the right
roles and skills to support our communities focussing on where people live, their strengths and
the things they want. This will provide people with a better experience and help more people to
live at home in their community for longer.
Achieving our objectives and realising our vision will be done collaboratively across health and social
care but it requires the attention and involvement of Local Economic Partnerships, Chambers of
Commerce, learning providers and other business organisations to realise the potential of social care
as an economic driver and wealth creator for North West communities.
Our framework offers a common principle which underpins our vision, and which emerged from the
workshops we carried out with partners, stakeholders, people who use services and their families. We
ask all interested parties across the region to commit to:
“One workforce of equal value”
‘One Workforce of equal value’ means that the health and social care workforce is considered as a
whole; that is, regardless of employer or role, at the heart of the workforce we believe there are
people with the same shared values trying to achieve the same broad outcomes for people. In
Page | 2
agreeing this principle, it is possible to start looking at shared approaches to the challenges faced by
the system such as recruitment and retention.
In particular, ‘One Workforce of Equal Value’ means:
• We believe in ‘parity of esteem’ within social care and the wider health and care system and this
is actively promoted. For example, as much value is placed on a career in social care as it is on one
in the NHS or other sectors; or, a job in home care is equally as important as one in residential
care.
• We promote the value of health AND social care jobs to our local economy
• We make it easy for workers to move between different providers
• We develop a common learning culture and standard
• We create shared learning and development opportunities regardless of employer which focus on
building on the strengths of individuals who need support.
• We invest in the health and wellbeing of our health and care workforce
• People and communities play an active role in ensuring our workforce is high-quality and person
centred.
We are committed to achieving our vision and objectives and will focus on a plan with six interlinking
areas of work to be delivered over the next three years.
Our vision is for a highly valued social care and health workforce, working together to
improve the wellbeing of people in the north west.
Make adult social care an exceptional career • Recruitment and retention
choice • Employer of choice
• Economic strategy
Develop dynamic integrated staff and teams • Training support and development
• New models of care and integration
• Leadership
“One workforce of equal value”
The framework has been developed through discussions with people who use our services, their
families and carers, and colleagues across health and social care sectors in the north west. It reflects
their views on how to create an environment in which excellent, high-quality integrated care can
flourish. NWADASS are very grateful to all of the participants for taking time to engage with us and to
the many people who have supported this project and are committed to its implementation.
Page | 3
Our Strategic Workforce Framework will galvanise efforts across the region to identify and deliver
workforce strategy. This is a priority for the North West branch and reflects our intention to provide
regional leadership in order to drive the transformational changes required.
This Framework sets out our NW ADASS commitments, and will underpin our work with our members
and partners over the next five years. This framework is intended for:
• Care providers
• Directors of Adult Social Services
• Local Authority Heads of Commissioning
• Local Authority Workforce Leads
• Senior health partners including SROs and Workforce Leads within Sustainability and
Transformation Partnerships and Integrated Care Systems
• Local Economic Partnerships
• National ADASS and the LGA
We plan to engage partners and members in order to understand responsibility for taking forward
commitments set out in the framework.
Page | 4
North West Association of Directors of Adult Social Services
Strategic Workforce Framework
1. Our vision
Across the north west region, we all are working towards a transformed health and social care system
with integrated services that deliver the best possible health and wellbeing outcomes for all our
citizens, and which make the most of the strengths and
resources of people in our communities.
Staff, workforce specialists, people who use our services,
their families and carers have told us what they think
about the social care workforce. In summary, they are
clear that better staff experience results in better care
for the people using services, and that good employment
practice promotes a culture of compassionate care that
positively contributes to the wellbeing of people and
communities.
This Framework sets out how we plan secure better staff
experience and achieve our vision for our workforce,
which is for a highly valued social care and health
workforce, working together to improve the wellbeing of
people in the north west.
The Framework is an important commitment to investing
together in a transformed more integrated workforce that is fair and compassionate and from which
everyone stands to benefit.
2. The importance of the adult social care workforce
The adult social care workforce in the north west undertakes vitally important work that supports
individuals and promotes strong and inclusive communities. It is made up of a diverse range of people
including employees in statutory organisations, the private, independent and third sectors. They
complement the hugely important informal help provided by volunteers, carers, family and friends.
Our workforce provides both practical care and emotional support, promotes people’s self-care and
seeks ways to help people keep well and connected. They carry out important medical tasks to
support vulnerable people with complex health and social care needs.
There are many examples of excellent social care practice in the north west, using innovative
approaches to person-centred care. This includes the use of digital technology to help people to live
independently at home; whole-system approaches that provide wraparound support; help for people
to keep or regain control over their lives, connect and reconnect with the things that are most
important to them; and local community initiatives enabling local people to take full control of certain
services and facilities.
Page | 5
3. The challenges we are facing
High quality properly funded social care and support enables people to live the lives they want to lead
through the right care in the right place at the right time. But with more people needing care,
increases in costs and decreases in national funding, this is becoming more and more difficult. In
addition, we are facing a number of recruitment and retention issues. The Skills for Care National
Minimum Data Set1 shows that2:
• Turnover rates have increased steadily for all job roles recorded in the National Minimum Data
Set (NMDS) to 30.2% in 2017/18. Care worker turnover is the highest at 36.7% in 2017/18.
• This equates to approximately 49,000 staff leaving their jobs (as categorised in the NMDS job
roles) over the year with the majority leaving soon after joining.
• 7.1 % of jobs in adult social care were vacant in 2017/18, this gives an average of approximately
12,500 vacancies.
• Around one in five of the workforce were recorded as being on zero-hours contracts 1in 2017/18
(38,000 jobs). Domiciliary care workers have the highest proportion of workers on zero- hours
contracts (48%).
• The average age of a worker was 43 years old and 30 percent are aged 55 years old and over
(44,000 jobs).
• Demand for social care services is projected to increase and based on current population trends
by 2035 the sector may need an additional 110,000 jobs (52 per cent growth). The projections
provide an indication on the pressures created by demographic change on the size of the adult
social care workforce.
1
Skills for Care Workforce Intelligence: The adult social care sector and workforce in north west 2018.
2
More information about the adult social care workforce is included in Appendix 3.
Page | 64. How we want to work in the future
The integration of health and social care is one of the most ambitious programmes of reform being
undertaken in the UK. New integrated models have been introduced over the last few years to bring
together health and social care services to get better health and wellbeing outcomes and make better
use of our resources. There is more to do. We need to deliver the following3 4:
Person and community centred ways of working across the whole system
Our staff will use the best available models of practice e.g. social prescribing and asset-based support.
Support will be built up around people’s strengths, their own networks and assets that can be
mobilised from the local community.
Supporting people and families who need help to carry on living at home
Our staff will work more often in multidisciplinary teams, with access to joint health and social care
budgets where appropriate5
More of our staff will work in blended care roles to support people better.
Helping people and families to stay well, connected to others, and resilient when facing health or care
needs
There will be better advice and signposting support including link workers as part of primary care
networks, enabling social prescribing and community-based support to benefit local communities.
Integrated teams will be able to access ‘real time’ information that is clear, timely and supports
meeting the individuals needs and preferences.
Helping people to do enjoyable and meaningful things during the day, or look for work
Our staff will help people with with self-management, securing peer and wider support to develop
their lives in their local communities.
New models of care for adults and older people who need support
Our staff will be confident about their ability and capacity to support people using the latest
technology, wider community resources and their own skills and knowledge, and have good access to
fellow professionals with complementary skills and expertise.
Employment arrangements will be straightforward enabling services to use simple processes to
recruit and retain the right workforce in the right place at the right time to deliver new models of
care.
Our staff will have opportunities to develop their jobs and careers across health and social care.
3
NHS Universal Personalised Care: Implementing the Comprehensive Model, January 2019.
4
Headings based on Think Local Act Personal: Making it Real How to do personalised care and support, .2018
5 Universal, Personalised Care: 10-year delivery ambitions for England, NHS England. January 2019
Page | 75. The objectives and intended benefits of the Framework
To achieve our vision, we have identified two key objectives
We will make adult social care an exceptional career choice. We will create a plentiful, skilled, valued
and motivated North West workforce which provides good jobs for our communities and outstanding
care for people. This will attract more of the right people to the sector and ensure that those in
service with the skills, knowledge, experience and values stay.
We will develop dynamic integrated staff and teams that work well with others and have the right
roles and skills to support our communities focussing on where people live, their strengths and the
things they want. This will provide people with a better experience and help more people to live at
home in their community for longer.
The framework will contribute to:
1. Increased understanding across the whole health and care system of the
risks and challenges facing the sector in relation to the adult social care
workforce.
2. A reduced likelihood of social care system failures.
3. Local social care employers targeting their resources on the right issues to
address their most pressing workforce challenges and risks.
4. 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.
5. An adult social care voice which has parity of influence in health and care
partnerships, integrated care systems and sustainable transformation
partnerships.
6. That working in social care in the north west region is increasingly viewed as
an attractive and valued career
6. Our target audience
The Framework’s intended audience includes Directors of Adult Social Care, Local Authority and NHS
Chief Executives, Strategic Transformation Partnerships, Elected Members, NHS and local authority
commissioners and HR partners.
An implementation plan and a comprehensive suite of additional resources, tools and best practice
examples have been included which take account of how Trades Unions, voluntary and private
providers of adult social care services, frontline staff and people who use services (and their carers)
can be involved in implementing the Framework and ensuring its sustainability.
Page | 87. How we are going to oversee this transformation
By committing to our vision, leaders in our STP’s, Integrated Care Systems (ICS), Health and Social
Care Partnerships (HSCP), the 23 local authorities and provider partnerships have committed to a core
principle which will ensure that integration and collaboration are integral to our future service
provision:
“One workforce of equal value”
‘One Workforce of equal value’ means that the health and social care workforce is considered as a
whole; that is, regardless of employer or role, at the heart of the workforce we believe there are
people with the same shared values trying to achieve the same broad outcomes for people. In
agreeing this principle, it is possible to start looking at shared approaches to the challenges faced by
the system such as recruitment and retention.
In particular, ‘One Workforce of Equal Value’ means:
• We believe in ‘parity of esteem’ within social care and the wider health and care system and this
is actively promoted. For example, as much value is placed on a career in social care as it is on one
in the NHS or other sectors; or, a job in home care is equally as important as one in residential
care.
• We promote the value of health AND social care jobs to our local economy
• We make it easy for workers to move between different providers
• We develop a common learning culture and standard
• We create shared learning and development opportunities regardless of employer which focus on
building on the strengths of individuals who need support.
• We invest in the health and wellbeing of our health and care workforce
• People and communities play an active role in ensuring our workforce is high-quality and person
centred.
We will use this core principle as the basis for our work to deliver on the implementation plan for the
Framework.
Page | 98. Our implementation plan
There are six workforce themes which have been identified within our two overarching outcomes. All
workforce themes need to be addressed together by partners across the region if we are to be
successful in securing our vision. These are relevant to different staff groups, and they are supported
by five key enabling areas which are outlined in the table below.
Our vision is for a highly valued social care and health workforce, working together to improve the
wellbeing of people in the north west.
• Recruitment and retention
Make adult social care an exceptional career choice • Employer of choice
• Economic strategy
• Training support and development
Develop dynamic integrated staff and teams • New models of care and integration
• Leadership
“One workforce of equal value”
Enablers
Data and Intelligence Culture Collaborations Capacity Technology
The workforce themes do not stand alone from each other. They need to be understood as combined
elements of a whole-system transformation. They are a combined package and are described in detail
in the implementation plan on the next page.
Note: ‘priority’ actions, three of the workforce initiatives in the implementation are listed using the
heading ‘priority’, these 3 initiatives require immediate attention due to their potential in addressing
the workforce challenges as discussed in section three of the framework.
Page | 10Implementation Plan
1. Recruitment and retention
We need to attract and retain the right people and support them to develop diverse and meaningful careers. The actions below address how we can achieve
this together across the region.
Action Required Timescales Likely Interested Parties Enablers
Design a regional employer brand that provides job seekers with an Long Term by NHS Stakeholder Engagement and Data &
attractive perspective on the value of a career (including integrated career end of 2021 Relationship Managers – NHS Jobs Intelligence
pathways and blended job roles) and conveys a positive image of the Workforce Services, North West
Capacity &
workforce culture. This could include extending the NHS portal system Employers, NWADSS Programme Office
Capability
service to social care employers. Such a system would make information on Team Project group of Strategic
attractive social care careers within multidisciplinary teams, blended roles Workforce Leads, LA HR and L&D LGA Technology
and integrated apprenticeships and hard to fill posts more readily available Workforce Strategy leads Collaboration
to people who currently consider careers in the NHS only.
Develop sub-regional attraction strategies targeted at young people Short Term Registered charity ‘step up to service’ Capacity &
(including via primary, secondary and higher education authorities) that by Mid 2020 senior education officers, local schools Capability
maximise the potential of social media and youth social action and HEI’s link workers, NHS foundation
Technology
opportunities, so that children and young people understand the great job trust SRO’s for workforce, LA workforce
and career opportunities offered in health and social care. leads, Skills for Care Regional lead, Collaboration
Strategic workforce leads
Page | 11Action Required Timescales Likely Interested Parties Enablers
Work across organisational boundaries with health and social care partners Long Term by Senior Advisors LGA, STP & ICS workforce Data &
to design sustainable rotational integrated health and social care end of 2021 leads, Apprenticeship Levy Training Intelligence
apprenticeships with innovative use of the levy enabling large employers Providers, Health Education England
Capacity &
with levy underspend to match with smaller business looking to hire (HEE), Skills Funding Agency, Skills for
Capability
apprentices. Care Regional Lead, Further Education
Institutions, Local Authority workforce Technology
leads (HR & L&D), Chief Executives of Collaboration
providers, NHS Better Care Fund
Develop sub-regional commissioning academies for better outcomes that Medium LA Heads of Commissioning & Heads of Capacity &
place greater emphasis on commissioning the right workforce within term by end Adult Social Care CCG’s, Local Authority Capability
integrated services across an area, building local wealth, securing social and of 2020 Directors, HEE, Chief Executives of
Collaboration
community outcomes and new models of ownership and market delivery providers, STP/ ICS’s local area workforce
e.g. developing the offer of nurse associates within social care boards (LAWB), Skills for Care’s Regional Culture
Workforce Rep
Note: The distinctiveness of the NHS and social care workforces should be recognised but to achieve better parity of esteem between them, greater
coordination around pay and total reward strategies will be required at a national level. Discussions on pay and reward will be important because a key aim
for the 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 the north west regions
councils and social care providers to both recruit and retain staff.
The framework recommends that Central Government must explore how to amend the modification order so that staff can transfer from the NHS to local
government and social care providers and vice versa with full continuity of service; this is seen as a major barrier to the retention and mobility of staff across
the health and care system.
Page | 122. Employer of choice
To be considered as an exceptional ‘Employer of Choice’ requires investment in the well-being of the workforce and recognising the value in empowering
employees to take responsibility for how they do their jobs, control their choices and how they perform their roles.
Action Required Timescales Likely Interested Parties Enablers
Develop a consistent sub-regional offer on employee reward practices around Medium- LGA Workforce Policy and Strategy team, Capacity &
wellbeing, voluntary coordination, recognition of achievements and term by NWADSS workforce programme team, LA Capability
involvement in decision making that effect practice, improve workforce end of HR&OD leads, STP & ICS’s Strategic
Collaboration
engagement and productivity. 2020 Workforce leads or OD leads, Directors of
LA/Heads of service, practitioners.
Develop and implement a regional ‘Workforce Wellbeing Framework’ that sets Medium- LA Heads of Commissioning & Heads of Data &
out the standards for what health and social care employers need to do to term by Adult Social Care CCG’s, Local Authority Intelligence
support staff to feel well, healthy and happy at work. The framework should end of Directors, HEE, Chief Executives of
Capacity &
focus on valuing and respecting each other, promoting equality and inclusion 2020 providers, STP/ ICS’s local area workforce
Capability
that ultimately prevent stress and creates positive working environments where boards (LAWB), Skills for Care’s Regional
individuals and organisations can thrive. Workforce Rep Technology
Using the ‘Regional Best Companies Index’ (RBCI) for the north west collaborate Short CCG’s, Local Authority Directors of social Collaboration
with other sectors that can offer cross exchange of learning on workforce Term by services, HEE, Chief Executives of
Capacity &
initiatives to become an employer of choice based on workforce culture, mid-2020 providers, STP and or ICS local area
Capability
organisational values and the contribution to the economic value within the workforce boards (LAWB)
region.
Page | 133. Training, support and development
We need to make sure that all of our people are competent and confident to undertake their existing job and future roles and improve the effectiveness and
relevance of education and learning to help people develop their skills and potential throughout their career.
Action Required Timescales Likely Interested Parties Enablers
Undertake a skills development approach to learning and development Long term by STP/ICS’s directors and strategic workforce Capacity &
which starts by developing a ‘common set of ‘wellbeing skills types’ that end of 2021 leads, Skills for Care Regional Lead, CEO’s Capability
categorise both the health and care workforce as one sector according to of providers, NWADSS Programme Office
Technology
the activities at the interface of health and care services including the Team, LGA workforce strategy team. LA
Enhanced Health in Care Homes programme, linked to increasing levels of L&D teams, Calderdale framework, Collaboration
education, training and legal responsibilities,
Design and deliver a regional interactive learning programme to develop Long-term by NHS England, STP/ICS’s directors and Data &
‘shared decision making’, ‘personalised care and support planning’ and end of 2021 strategic workforce leads, NHS Digital, Skills Intelligence
health ‘coaching skills’ for staff involved in advance care planning, end of for Care Regional Lead, Department for
Capacity &
life care and dementia care (including the domiciliary care workforce) as Education, CEO’s of providers, NWADSS
Capability
part of implementing the NHS Universal Personalised Care model. Programme Office Team, LGA workforce
strategy team. LA L&D teams. Technology
Page | 14Action Required Timescales Likely Interested Parties Enablers
Review the national digital capabilities framework for health and social care Medium- NHS Digital Literacy Project Manager, Capacity &
to ensure the social care workforce digital development needs and term by end STP/ICS’s workforce leads, skills for care, Capability
opportunities are optimised in the way we work, the tools we use and the of 2020 digital champions (practitioners), HEE, LA
Technology
skills we apply, The focus must not simply be on technical skill but includes a HR/L&D leads
range of dimensions, mapping to knowledge, attitudes and behaviours Collaboration
across multi-disciplinary working, cultural and ethical dimensions.
Work with local/regional higher and further education establishments to Long-term by NHS England, Social Work England, NHSX, Data &
appraise and embed digital readiness and digital literacy into the curriculum end of 2021 CQC, OFSTED, NHS Digital, HEI & FEI Intelligence
to prepare social work students to become digitally competent education establishments Inc. Angela
Capacity &
practitioners. Ruskin University, LA HR & L&D workforce
Capability
leads, Principal Social Workers & Skills for
Care Technology
Page | 154. Economic strategy
We want to build on what is already happening across the region and influence thinking in order to create more inclusive local economies and social capital
that reshape the economic system to make it better serve people and communities as active players in wealth creation.
Action Required Timescales Likely Interested Parties Enablers
Develop a sub-regional approach to the procurement and Long term by LA Heads of Commissioning, Centre for Local Capacity &
commissioning of ‘community-scale’ providers that are locally rooted, end of 2021 Economic Strategies, LA Market development Capability
trade for the benefit of, are accountable to, and have a positive impact teams, Community Investment Fund, Service
Technology
on the local community in providing sustainable social care, one that is users and carers forums, local providers,
preventative and creates good jobs for local people. Collaboration
Local Enterprise Partnerships (LEPs) Assert the role of social care as a Medium Joint strategic commissioning boards, 5 NW Capacity &
key economic agent with respect to its wider economic and social term by end LEP’s boards, LA Procurement leads, Chief Capability
impact by developing a ‘social value framework’ that recognises the of 2020 Execs of LA’s & Directors of Adult Social Care,
Collaboration
economic/social benefits of social care at the ‘service design’ and Health & Wellbeing Boards, STP/ICS’s
‘commissioning stage; of a project and their impact harnessed as part of Culture
progressive local industrial strategies
Page | 165. New models of care & integration
We need to rethink the ways in which jobs roles and tasks are configured and continue to develop new ways of working in the community, in hospital and
social care, sharing responsibility and control with individuals in meeting their needs effectively.
Action Required Timescales Likely Interested Parties Enablers
Develop sub-regional models of ‘Local Integrated Neighbourhood Long Term CEO’s of Care Providers, PCP’s, NHS Foundation Capacity &
Teams (INT’s) delivering and designing services in partnership with by end of Trusts, Mental Health NHS Foundation, Primary Capability
local people. In a practical way, that means health care teams (such as 2021 Care Partnerships. VCSE’s, STP/ICS’s Directors
Collaboration
district nursing teams) and social care teams are based in buildings and LA Directors. LA Heads of Commissioning
together, with care planned and delivered in a seamless way with Culture
teams who also build links with other partners in their neighbourhood
e.g. councils, local housing associations, GP’s, police and voluntary
organisations.
Develop a co-ordinated approach to developing new models of care Long-term by LGA Workforce Policy and Strategy team, Capacity &
with constructive dialogue between directors and HR Organisational end of 2021 NWADSS workforce programme team, LA Capability
Development (OD) leads that ensures OD principles are used as part of HR&OD leads, STP & ICS’s Strategic Workforce
Culture
the design process with a focus on maximising the value gained from leads or OD leads, Directors of LA/Heads of
the organisation’s resources. service, practitioners. Collaboration
Place-based community mental health model: using the Community Long term by STP & ICS’s leads, Principal Social Workers, Data &
Mental Health Framework for Adults and Older Adults, develop a new end of 2021 CCGs, local authorities, including social services, Intelligence
model of care entitled ‘core community mental health services’ at a education, housing & employment, Primary
Capacity &
local level which bring together primary care for people with less Care Network representatives, service users and
Capability
complex as well as complex needs with that provided by secondary carers, VCSE organisations. HR leads & heads of
care CMHTs and in residential settings (including supported housing commissioning, LGA & NWADSS reps Technology
and care homes together into one service model, e.g. social work roles Collaboration
in multi-disciplinary teams, primary care and community hubs.
Page | 17Design a regional ‘Carer’s Exemplar Model’ to deliver on the rights of Medium GM Strategic Carers Partnership, LA Heads of Capacity &
carers (including working carers). term by end Commissioning, Directors of adult social care, Capability
of 2020 STP/ICS’s workforce leads, carers forums, Trade
Collaboration
unions.
Page | 186. Leadership
Integrated models of care require excellent leadership practice in ensuring that new service models and teams are developed in the right way that also
creates an ongoing culture of compassion, openness and fairness. Growing future leaders and offering progression opportunities into integrated leadership
roles that enable both sectors to retain talent.
Action Required Timescales Likely interested parties Enablers
Develop leadership exchange programmes within our integrated partner Medium- The NHS North West Leadership Academy Capacity &
organisations across the region to help leaders to work more term by end (NHS NWLA), STP/ICS’s workforce leads, LA Capability
collaboratively. of 2020 HR & LOD leads, NWADSS Programme
Technology
Office Team Commissioning and provider
partnerships, Collaboration
Build a common set of regional integrated values and behaviours for Short-term TLAP Co-Production Advisor team, Culture
leaders and managers across partnerships based on the Think Local Act by mid-2020 NWADSS Programme Office Team, Group
Collaboration
Personal ‘Making It Real’ principles and values of personalisation and of LA Directors. STP/ICS’s Strategic
community-based support. Workforce Leads, CCG directors, CEO Reps’
from local providers
Develop a regional ‘multi-disciplinary graduate leadership development Medium The NHS North West Leadership Academy Capacity &
scheme that enables a more accessible and flexible entry level for cross terms by end (NHS NWLA), STP/ICS’s workforce leads, Capability
boundary working that is focussed on building collaborative and systems of 2020 Skills for Care, LA HR & LOD leads, NWADSS
Culture
leadership across health and care organisation as part of a career portfolio. Programme Office Team Commissioning
and provider partnerships, Collaboration
Page | 19Appendix 1. Implementation plan additional resources
Workforce enablers
The table below provides additional information on each of the five enablers where, when followed,
collective action can be undertaken that will ultimately underpin the actions identified in the
implementation plan.
Data & Intelligence
We need to ensure that we understand what the workforce data and intelligence is telling us and dig deeper
into areas where we have challenges e.g. nurses in care homes, registered managers, etc.
Culture
There needs to be a focus on creating a shared culture across health and care where there is an
understanding of the challenges from both sides and we are creating cultures that support new models of
care
Collaboration
There needs to be a shift from silo working to collaborative and collective working to tackle the issues raised
in this framework. The foundations are built for much of this but we must harness further the opportunity
Workforce Boards present by ensuring DASS and Local Government Leadership.
Technology
This can enable different ways of working, collaboration and innovation and focusing on how it can enable all
the themes and actions identified will be crucial to developing a sustainable and impactful offer.
Capacity & Capability
There needs to be a recognition that if this work is to go forward with pace and impact that there will need to
be investment in supporting the Workforce Strategy Forum.
Page | 20Resources, tools and best practice examples
The information below is intended to provide additional guidance, advice and support in
operationalising and shaping the workforce themes actions into practice. A range of tools, best
practice examples and workforce initiatives are listed for each of the six workforce themes with
interactive links enabling quick access to the literature.
Vision & Principles of the Strategic Workforce Framework
• The NHS Universal Personalised Plan: introduces the comprehensive model for personalised care,
comprising six, evidence-based standard components, intended to improve health and wellbeing
outcomes and quality of care. NHS Universal Personalised Care Implementing the Model
• Think Local Act Personal ‘Making it Real’ is a framework and a set of statements that describe
what good, citizen-focused, personalised care and support should look like. Making it Real How to
do Personalised Care
Recruitment & Retention
• Employer brand: An interactive Toolkit to Support Workforce Supply, developed for HR
professionals, recruitment teams and managers to help inspire, attract and recruit the future
workforce. NHS Employers: Inspire Attract & Recruit Interactive Toolkit
• Employer brand: The Care Badge: The CARE™ badge is a unifying symbol of pride in the quality
work, and appreciation for the care and support provided by the workforce. The Care Badge
• Social worker workforce planning: Headline social worker statistics, relating to social workers in
local authority adult social service departments as at September 2018. Skills for Care Headline
Social Work Statistics
• Workforce planning: Local Government Association, Workforce Focus. Support for senior HR
professionals and their teams to develop local action plans for workforce improvement by
providing facts and ideas.(Note: this resource is not solely focused on workforce planning , it is
equally of value across each of the six themes) LGA Workforce Focus
• Attraction of young people into the workforce: The #iwill campaign looks to offer funding to
organisations across the UK that create opportunities for 10-20-year-olds to take part in social
engagement that make a positive difference to others in local communities .#iwill
• Integrated apprenticeships: A matchmaking service, launched by Greater Manchester Combined
Authority to reverse the decline in apprenticeships by linking up large employers with
apprenticeship levy underspend to smaller businesses looking to hire apprentices GM Levy
Matchmaking Service
Employer of Choice
• Employee reward & engagement: Report on the work by Wigan Council involving moving towards
asset-based working at scale, empowering communities through a ‘citizen-led’ approach to public
health and creating a culture which permits staff to redesign how they work in response to the
needs of individuals and communities. Kings Fund Lessons from the Wigan Deal
• Employee wellbeing Framework: The NHS Workforce Health and Wellbeing Framework Toolkit is
a practical always accessible resource for organisations to plan and implement their own
approach for improving staff health and wellbeing. NHS Workforce Health and Wellbeing
framework
• Best practice on employer of choice: The RBCI list of the Best Companies to Work for in the North
West, provides opportunities to collaborate and engage with leaders from other sectors to share
ideas on employer of choice initiatives. The Best Companies to Work For in the North West 2019
Page | 21• Ethical care charter: A Unison ethical care charter for councils to commit to becoming Ethical
Care Councils by commissioning homecare services which adhere our Ethical Care Charter Unison
Ethical Care Charter
Training Support & Development
• Wellbeing skills: The Calderdale Framework provides a clear and systematic method of reviewing
skill mix and roles within a service to ensure quality and safety for service users and/or patients.
The Calderdale Framework
• Wellbeing skills: a framework to develop learning and development programmes as one health
and social care workforce (evolving roles). Developing learning programmes for the health and
care workforce futures
• Digital capabilities of the workforce: The NHS digital capability framework has been developed to
support the improvement of the digital capabilities of everyone working in health and care
/Digital Literacy Capability Framework 2018.pdf
• Social work digital capabilities: A research report outlining the key messages and findings for
social workers and stakeholders, based on the initial phase of the Digital capabilities for social
workers project. SCIE Digital capabilities for social workers: Stakeholders’ report
Economic strategy
• Community scale providers: A report that seeks to meet the need among community businesses
and other community- led care models to communicate the role they can play in sustainable
social care. New Economics Foundation Sustainable-social-care.pdf
• How to build an inclusive economy: A charter that sets out key steps to harness the power of
communities to create resilient local economies. CLES Time-To-Build-An-Inclusive-Economy.pdf
• Commissioning for better outcomes: A Route Map to embed standards to strengthen and
innovate improved outcomes for adults. They are relevant to all aspects of commissioning and
service redesign. ADASS & LGA commissioning-for-better-outcomes-a-route-map-301014.pdf
• North west health and social care economy: A research report on maximising the local, regional
and national benefits of health and social care system. The New Health and Social Care Economy
North West
New Model of care and integration
• New social work roles: The Community Mental Health Framework for Adults and Older Adults
presents insight into creating new social work roles under a framework for delivering community
mental health care. The Community Mental Health Framework for Adults and Older Adults
• Asset based community development: an approach to sustainable community-driven
development. development Asset based community development ABCD
• Local care organisations: Manchester Local Care Organisation brings teams of health and care
professionals together in local neighbourhoods and brings together the different skills, services
and support needed to look after people outside hospital in a joined-up way. Manchester Local
Care Organisation
• How to work together to achieve better joined up care: These guides are of practical use to
everyone involved in planning and delivering joined-up, integrated care for individuals and
communities, person-centred care as part of BCF plans integrated-care/better-care/guides/work-
together/work-together-download.pdf
• Carers exemplar model: A toolkit for organisations that supports the Carers Charter, to enhance
and develop support and opportunities for the region’s carers. Greater-Manchester-Support-to-
Carers-Appendix-B-Greater-Manchester-Working-Carers-Toolkit.pdf
Page | 22Leadership
• Leadership in integrated care systems: this research provides support and guidance in developing
understanding of systems leadership and leadership of integrated care systems. leadershipship-
in-integrated-care-systems.pdf
• Managerial leadership: The LGA offer a range of officer development opportunities within a
changing governmental landscape and community priorities. highlighting-managerial-leadership-
emerging-leadership
Page | 23Appendix 2 Feedback from people who use our services
The information below summarises the feedback from people with experience of using adult social
care services in the north west regarding what’s important to them about care services and the social
care workforce.
• a workplace that puts people first, one
which is not limited by risk-averse
procedures and practices which allow
staff to exercise their judgement or to
work out what’s best with an individual
patient or service user in the true spirit
of partnership
• by investing together, we can create a
fair, reliable and effective social care
support for everyone
• we all need to be better at working in
partnership with patients, service users
and carers, and making sure we are
driven by ‘what matters most’ to them
• a workforce focused on people and
communities benefiting from and
contributing to great social care
• our citizens, families and carers
provided us with a clear and powerful statement upon the value, impact and radical change in
what we currently call social care
• “We all want to live in a place we call home, with the people and things that we love, in
communities where we look out for one another, doing the things that matter to us and make us
happy”.
During our conversations with people who use our services there was a strong emphasis that
individuals want to see efficient and well-coordinated care that eliminates the layers of bureaucracy
and reduces wasted time in repeating the same story on numerous occasions that negatively Impact
on duplication and unnecessary costs. Responders felt that the key success factors for the workforce
are ‘relational’ and in terms of developing productive partnerships individuals want to be listened to
and to receive good practical and clear explanations from professionals who work together across
health and social care so that people can live the lives they want.
In addition, responders said that want to have their questions answered, to be an equal partner in
making decisions, and to be treated with empathy and compassion by people who trust each other to
work together in collaboration so that they can live the lives the way they want.
People who use our services said that they have little interest in organisational/institutional priorities
or mergers. They want organisations not to argue between themselves or send conflicting messages.
They expect professionals to work together as a ‘team around me’, and they want services to work
together, that is, to come together at the point they are needed, and to meet people’s needs in the
round.
One person commented “Care is care’ for the person who needs it. Divisions into ‘primary’,
‘secondary’, ‘community’ and ‘social’ care are relatively meaningless”’
Page | 24People know and appreciate they may need a variety of professionals and support services, and that
resources are limited, but within this they want a single trusted point of liaison, to which they can
have recourse as necessary, where the above knowledge is held. They expect this person/service to
advise them on how to take the next steps and, ideally, to co-ordinate their care or to help the
individual and/or carer to co- ordinate it.
Feedback from the social care workforce
This information below provides a summary on the feedback from the adult social care workforce in
the north west on the following:
• what motivates employees to join the adult social care sector
• how social care staff perceive their working environment
• if there is an underlying intention to leave, and what the factors are influencing this.
The workforce feedback is provided from the Skills for Care North West adult social work survey, in
parentship with the Local Government Association (LGA) and supported by the Department for Health
and Social Care (DHSC), Care Quality Commission (CQC) and North West Association of Directors of
Adult Social Services (NW ADASS).
This survey is the first of its kind for adult social care and it’s the north west that is starting the
conversation about improving the experience of working in the sector.
The results are indented to help employers and supporting agencies to create the right working
environment, incentives and interventions to increase retention and boost recruitment to improve
standards of care and support becoming an employer of choice.
Page | 25You can also read
