Business Plan Get, keep and develop a quality workforce. Leadership. A capable, well-led and caring workforce

Transcription

1 Leadership Capability A capable, well-led and caring workforce valued by people who need care and support. Recruitment and Retention Business Plan Get, keep and develop a quality workforce

2 Context Skills for Care is the delivery partner for the Department of Health on leadership and workforce in social care. We will work collaboratively with other key organisations such as Health Education England (HEE), NHS Employers, SCIE and the College of Occupational Therapists (COT). This will enable us to use our engagement with employers to seek to influence DH policy to ensure it will achieve positive outcomes for citizens. CEO Sharon Allen, OBE This business plan sets out the activity Skills for Care will undertake in The plan is presented with two component parts; the first is the activity we will complete for the Department of Health (DH) through our agreed Work Programme. The second part of the plan details other activity we will undertake as we develop our business. This significant scaling up of some activity, for example developing products, delivering seminars, bespoke client support and international activity. This activity will require us to maintain and develop new clients across the social care and health sector and potentially in other sectors. All of this activity is to support our vision of a confident, caring, skilled and well-led workforce that is valued by people who need care and support through working with employers. 2

3 WORK PROGRAMME The high level priorities Skills for Care plan to deliver in in relation of Department of Health funded work can be divided into three key areas: 1. Leadership for positive transformation Supporting RMs Future leaders Targeted programmes A capable, well-led and caring workforce valued by people who need care and support. 3. Capability Intelligence Qualifications & Apprenticeships Social Care Commitment 2. Recruitment and retention Employer support Raising performance Integration Get, keep and develop a quality workforce 3

4 1. Leadership for positive transformation 1.1 Provide a holistic package of support to Registered Managers (RMs), based on Leadership Qualities Framework (LQF) Impact: All evidence suggests an RM in post and in particular a good RM in post leads to better quality care and support. These programmes are therefore designed to aid RM recruitment, retention, development and support. They will lead to an increase in quality of leadership across the sector, improved CQC ratings, better leadership and management with the workforce supported by an accessible range of resources including the specific targeting of RMs. 1.2 Contribute to recruiting and supporting the next generation of leaders and managers Impact: Collaboration with the health sector will lead to a wider and more diverse number of potential leaders for both social care and health. Graduates will secure employment, social care employers secure high calibre staff and the quality of service delivery improves. Social Care will be seen as attractive to graduates, social care benefits from graduates who view the sector as an opportunity to further their careers in terms of filling vacancies and driving up quality. There will be an increase in the pool of candidates for leadership and management roles with a graduate development scheme that develops future leaders for the adult social care sector. There will be an improvement in the quality of the supervision and assessment process for ASYE, and for CPD across all regulated professional workforce (RPW) groups through integrated leadership and management resources for regulated professionals. 4

5 1.3 Deliver leadership and management programmes that support senior leaders through addressing key leadership issues Impact: Our work will lead to better skilled and knowledgeable, supported and developed New Directors. Skills and capabilities of leaders and managers will be improved in building the collaborative capacity for transformation and increased partnership working and confidence to lead at a senior level within and across the sector. The establishment of leadership and networking skills and capabilities will increase the number of Black, Asian and Minority Ethnic (BAME) managers in senior roles. 5

6 2. Recruitment and retention 2.1 Support employers to attract, recruit and retain quality people to meet immediate and future integrated care and support workforce demands Impact: Through implementation of our R&R strategy, including Vales-based recruitment, employers are supported to attract attract and retain quality people to meet immediate and future integrated care and support workforce demands. Schools, careers/ employment advisers and potential recruits achieve a more accurate understanding of social care careers through access to I Care Ambassadors and Think Care Careers resources. The strategic recruitment and retention problems affecting the personal assistant (PA) workforce are identified and solutions implemented. 2.2 Workforce integration; support Integration Pioneer sites, New Models of Care, BCF and local leadership and workforce development for person centred coordinated care; Impact: We will support employers to attract and retain quality people to meet immediate and future integrated care and support workforce demands. 6

7 2.3 Using robust market intelligence to further develop a preventative or early intervention approach to addressing poor performance with CQC registered providers; grow our engagement with the extra care/ housing with care sector Impact: We will target support in areas where there is a high need for specific quality improvement, including via Care Improvement Works, robust market intelligence and other resources and initiatives within our portfolio. We will also tackle barriers to engagement with those providers who are not traditionally engaged. 7

8 3. Capability 3.1 Workforce Intelligence Impact: Intelligence derived from the NMDS-SC will provide data at the geographic levels required by the sector and allow for data to be produced within those geographic levels. This will ensure intelligence is there for the key organisations planning, funding, regulating and monitoring the sector. In addition the NMDS-SC gives employers access to key diagnostic management information while guiding them towards to resources designed to help them recruit, retain and develop a workforce capable of delivering high quality care. 3.2 Developing the workforce Impact: Through our unique workforce development offer we will provide the sector with the tools to increase qualification levels, practice leadership and the take-up of Apprenticeships to achieve a more skilled, motivated and confident workforce to deliver high quality care. Thus, the desired impact is to support employers to use these opportunities to recruit, retain and develop their workforce to promote high quality care and support for those that require it. Though a small drop in the ocean, the impact of WDF will help nudge employers to invest in their workforce in order to meet the demands of recruitment, retention and high quality service delivery. Through our unique workforce development offer provide the sector with the resources to achieve a more skilled, motivated and confident workforce to deliver high quality care. 8

9 3.3 Increase the cumulative number of employers and employees making the Social Care Commitment (SCC) Impact: The SCC helps to engage the workforce in professional development. An impact study shows the SCC improves quality of care and gives the public assurances around workforce practices. 9

10 4. Developing our business Over the last two years we have worked with care providers and others to transform their businesses and help them reduce their costs. To get to know us and our work better, why not sign up to our fortnightly update at Products, publications, services and seminars People needing care and support will, benefit from a more skilled, knowledgeable and confident workforce. Our seminars and bespoke support will respond to the sector s need for specialist, up-to-date information to develop and lead the workforce enabling employers, learning providers and other sector leaders to improve the quality of services they deliver. 4.2 International We will adopt a proactive approach to exploring international markets. 4.3 Added value We will also produce a comprehensive list of high quality learning and development providers covering all regions of England. We will ensure Awarding Organisations are well informed about policy developments and the learning and qualifications requirements of employers with core qualifications being consistent and coherent to meet employer requirements. 4.4 Bids and sponsorship Securing funding and/or sponsorship for new and innovative projects will strengthen our position as thought leaders and our reputation as the leadership and workforce body for adult social care. 10

11 5. Skills for Care and Development We will continue to support our UK partnership. we help people who do a great job do it better 11

12 twitter.com/skillsforcare facebook.com/skillsforcare linkedin.com/company/skills-for-care Skills for Care West Gate 6 Grace Street Leeds LS1 2RP T: E: info@skillsforcare.org.uk skillsforcare.org.uk Skills for Care 2016