we help to improve social care standards

March 2013

Training for Today’s market

Marie Lovell, Project Manager

What do we do?

We work closely with employers, people who use services, carers and other key partners to develop effective tools and resources that meet the workforce development needs of the sector

We help to plan for the future workforce

Sector Skills Council for adult social care in England

What do we know?The sector is growing:

Number of adult social care jobs was estimated to have increased by around 4.5% between 2010 and 2011

There could be between 2.1 million and 3.1 million jobs by 2025 (based on Skills for Care 2010 estimates)

This could mean that the number of adult social care jobs grows by up to 82%

The national picture (2011) Around 22,100 organisations involved in providing or

organising adult social care

Estimated 49,700 establishments employed adult social care staff to provide and/or organise adult social care

Around 1.85 million jobs in adult social care in England carried out by around 1.63 million people

The total number of direct payments recipients increased by 16% between March 2010 and 2011. Plus unknown but expected to increase number of ‘self funding’ people

Draft care and Support Bill Coherent law a positive message about what

care and support is for. wellbeing principle; individuals’

needs and outcomes New carers rights universal obligations towards the

broader community Prevention / reducing dependency

Local

North East Estimated 100,000 jobs carried out by over 98,000 people

19% of the workforce may retire in the next 10 years

Pay rates in the North East below national average

  England North East

Turnover (all job roles)

19.3% 16.8%

Vacancy (all job roles)

3.5% 3.3%

NMDS – SC Knowing about the size, structure, demography,

qualification levels, etc. of the sector helps with future planning and policy direction nationally

Helps local authorities to plan for services now and in the future and support their role around workforce commissioning

Brings into focus the importance of recruitment and retention of staff and underlines importance of workforce planning for employers

Challenges (or opportunities!) The economic environment Delivering personalisation Media and public perceptions of the

sector Delivering ‘excellence’ in the view of:

Regulator Employer Carer Service commissioner Customer!

•£72 billion of cuts

•Most cuts fall •in two areas:

“We want to avoid people feeling bounced around the system, having to tell their story several different times and experiencing unnecessary delays.” “Services and professionals should focus on the individual, not just their condition”

- Department of Health – ‘Caring for our future’ website

We can’t keep doing what we’ve been doing

What might grow• Integrated working – helping people stay at home and out of hospital• Carer support• Reablement• Self care• Peer to peer support• Self funding• Assisted Living technologies• Community Skills• Mainstream services better equipped to support people with conditions such as dementia or autism

Recruiting into the sector Promoting careers in the sector:

Career pathway tool I Care... Ambassadors Sector Routeway

Pre-employment qualifications and training

Finders Keepers – Employers recruitment and retention strategies

Apprenticeships

Qualifications Developed in partnership with employers and awarding

organisations to meet the needs of people who use services

Flexible' mix and match' approach to meeting the different development needs of the workforce and employers

Competence based but also focus on values, attitudes and behaviors needed for those working in the sector

Workforce Development Fund contributes towards the costs of workers' completing eligible units and qualifications

Starting outAll staff should receive a comprehensive induction that takes

account of recognised standards within the sector and is relevant to their workplace and their role.

Common Induction Standards (soon National Minimum Training Standards)

Delivered in a context relevant to the service and job role and completion is subject to a recorded assessment

Make sure staff get the start they need to develop the skills and attributes needed to work in social care

Leaders and Managers Management Induction Standards

8 Core standards (4 optional) Set out clearly what a new manager needs to know and

understand

Higher Apprenticeship (level 5) in Care Leadership and Management Support organisations to recruit, develop and retain high

quality leaders and managers

Strong organisational culture, policies and procedures

Developing skills Common core principles to be used by everyone engaged

in developing, commissioning, supporting or delivering services: Dementia End of life care Supporting Self Care Dignity

E-learning across a range of subject areas

National Occupational Standards

What Skills for care has been doing Safeguarding Risk Self Neglect Behavior which challenges

RiskRemember the benefits of taking a risk and the risks of whatever else you would be doing!

“What good is it making someone safer if it merely makes them miserable?” Justice Hedley

Contact DetailsMarie Lovell, Project Manager, Policy TeamMarie.Lovell@skillsforcare.org.uk Mobile: 07891 696858Local area team;Karen Winspear - Area Officer (Northumberland, Tyne and Wear)Tel 07811 393 012, Email karen.winspear@skillsforcare.org.ukPeter Northrop - Area Officer (County Durham, East Riding of Yorkshire and Hull)Tel 07817 760 387, Email peter.northrop@Skillsforcare.org.uk

www.skillsforcare.org.uk