Workforce strategy
the priority actions needed to support the provision of quality learning and development, such as: n Career development and competency frameworks.
n Better support for the development of care workers.
n A review and overhaul of the adult social care apprenticeship model.
n Improving the supply side of good- quality training.
n Career frameworks for the regulated professional social care workforce.
n Better management training and recognition of registered managers.
‘Transform’ recommendations Transformation of the workforce is needed to ensure we can meet the needs of our ever- changing population. The following five areas have been
prioritised within the Strategy: n Legislation and mandate for the Workforce Strategy to become a formal requirement for the secretary of state to lay before parliament.
n Registration and regulation of the adult social care workforce.
n Workforce planning that accounts for local labour market conditions and changing demographics.
n The use of technology, data, and AI to improve care and enable staff to work better.
n Evaluation of the current research focuses and priorities.
What are people saying about the Workforce Strategy?
Here are some of the thoughts from experts on the importance of the Strategy. Kate Sims, director of people at NHS West Yorkshire Integrated Care Board, shares her thoughts on how the Strategy will support integration between health and social care services: “The first way in which I believe the
strategy is crucial to integration is that it looks to align workforce plans across both the health and social care sectors. True system integration requires that our workforce plans are not developed in isolation but are interconnected. The NHS published a long- term workforce plan last year, and I believe that creating a care sector counterpart for this strategy will enable us to better align the priorities of both.”
Karolina Gerlich, CEO of the Care Workers’ Charity, on how she believes the Strategy
38
Everyone working in social care should have the chance to develop, learn, and grow in their role
will support the wellbeing and continued development of those working in care: “My vision for the future of adult social care
is one where the interconnectedness of social care with other societal issues is recognised. This sector is a lever that when invested in properly, can have a massive positive impact on a huge variety of issues, from reducing hospital admissions to improving mental health. For this vision to be realised, our sector must push for the recommendations within the ‘Workforce strategy for adult social care’ to be adopted.”
Elizabeth Duarte, registered care manager at Support Horizons, shares her thoughts: “Looking ahead, the strategy sets a vision
for a more integrated and collaborative care system. One of my hopes is to see stronger partnerships between social care and health services, as I believe that as registered managers, we cannot work in isolation to deliver the best possible care. One of the other areas that I’m keen to
see the strategy support is the recognition of our sector as one that’s both value-led and offering brilliant career progression opportunities. By setting out clear and unified guidelines for the type of values that our sector thrives on and pathways available to those who work within it, we can establish adult social care as the sector for those who want to make a positive contribution whilst being rewarded with a fulfilling career.”
Looking forward The Workforce Strategy for Adult Social Care represents a significant step forward
Jane Brightman SCAN HERE
Read the Workforce Strategy for Adult Social Care by scanning this code or visiting
https://www.skillsforcare.org. uk/Workforce-Strategy/
home.aspx
Jane Brightman is Skills for Care’s director of workforce strategy, and is leading on the development of the adult social care workforce strategy for England. She has over 30 years of experience across the adult social care sector including frontline care, leadership, education, digital transformation, and national policy. For 10 years, Jane she was director of a private training organisation specialising in adult social care delivery before going on to national roles supporting training and development in social care. She spent two years at NHSX (now NHS Transformation Directorate) in the blended Digitising Social Care programme as assistant director, leading and delivering on the White Paper commitments.
Jane facilitates an online network of leaders in social care with over 8000 members. In 2022 she was awarded an Honorary Doctorate from Arden University for services to social care.
in addressing the pressing issues facing the sector. By focusing on attracting and retaining talent, providing comprehensive training, and driving transformative changes, the strategy sets a clear path towards a more resilient and effective workforce. The collaborative development process, involving key stakeholders from across the sector, ensures that the Strategy is both inclusive and practical. As the ageing population and the demand for social care services continue to grow, the successful implementation of this strategy will be crucial in ensuring that high-quality, compassionate care is available to all who need it.
n
www.thecarehomeenvironment.com November 2024
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48
