1. Working Together to Develop the Workforce
setting the scene – the strategic direction for social services in Wales.

2. Social Services in Wales
22 democratically elected sovereign bodies
1800 providers
A privately owned service
Publically funded
Limited professional history
Control through detailed targets and inspection

3. Scale of activity 5,160 children are looked after;
2,730 children on child protection register;
12 million hours of home care delivered every year;
6,741 adult protection referrals received by local authority social services;
Services delivered by around 1,800 providers
£1.4 billion net expenditure by LAs in Wales

4. Characteristics of workforce:
70,000 Staff
10,000 registered with Care Council Wales
87% are women
30% are aged 50 or over
only 10% is under the age of 25
55% of the workforce is part-time
adult social care workforce is employed by the independent sector
Most of the children and families workforce is within the responsibility of local authorities

5. Social Services in Wales
Journey of success –
Independent Commission – “From Vision to Action”
“Learning from the Journey” - CSSIW
Profile
Leadership
Range of services
Innovation
Collaboration
Workforce competence and confidence
User satisfaction

6. The challenge Changing social context Families Communities
Voice and control
Rights
Fragmentation
Demography
Demand and resources
Unsustainable
Daughters and institutions

7. Changing Demand - children
31.03
2003
2010
% change
Children on child protection register
2,235
2,730
+22%
Children looked after
4,210
5,160
+23%
Children in foster care
3,010
4,050
+35%

8. Changing Demand - adults
% change
Aged 65+ supported in community
56,784
46,763
-18%
Aged 65+ supported in care homes
13,880
11,734
-15%
Aged supported in community
23,936
26,208
+9%
Assessments of adults
79,603
88,000
+11%
Adult protection referrals
4,970
6,741
+36%

9. Increasing Expenditure

10. Changing patterns
Older people services have never been the majority of spend
Within this, the relative pattern of spend within Wales has shifted in favour of children and younger adults aged relative to the over 65s.

11. Changing patterns

12. Changing patterns of expenditure for children looked after

13. Changing patterns of expenditure – adults 18-65
Net revenue expenditure on social services for adults aged has doubled from £240.6m in to £509m in Within this:
Spending on services for those with learning disabilities has increased from £152m to £311m;
Spending on services for people with physical disabilities has increased from £44m to £98m;
Spending on services for people with mental health needs has risen from £32m to £72m; and other services have increased from £11m to £33m.

14. Changing pattern of expenditure – learning disability services

15. Changing Patterns – 65+
Total spend on social services for adults aged 65+ rose by 58% from £315m in to £499m in
However, spend per person 65+ in real terms has been flat since ; and represents a declining proportion of total spending on social services (see overview analysis of changes in total spend)

16. Changing Patterns Spending and Services – 65+
But the intensity of home care provided has been increasing:
7% of over 65s received at least 20 hours of home care a week in compared to 4% in ;
25% received between 10 and 19 hours a week in compared to 18% in ;
the share of over 65s receiving less than 5 hours per week has fallen from just under 50% in to 37% in ;
As a result, the total number of people receiving home care from social services has fallen slowly but steadily: 20,459 people aged 65+ received home care in : this fell to 18,117 in

17. Changing Funding Patterns
The demand for care for the people over 65, stemming from an ageing population, is therefore being funded increasingly by other means (private funds plus social security benefits): both are finite
While rates of increase in Wales in the numbers of claimants of Attendance Allowance and Disability Living Allowance for the over 65s are comparable with England, the levels in relation to the population are significantly higher.

18. So…. Unprecedented challenges
Need to ensure that social services are sustainable
Services need to be re-positioned and reshaped to meet the changing needs and expectations of service users
Real and significant increases in demand

19. Workforce centrally important to meeting the challenges
Also story of success - workforce task group
Stable
Qualified
Committed
Professional
Leadership – national and local

20. But challenges remain
Maintaining the momentum for improvement and development
Understanding the strategic challenges
Ensuring that workforce policy and action follows and supports service policy and action – stay up to speed

21. Moving On Need to continue the journey
Build services around people not around organisations
Think about the workforce from that perspective
Will guide our workforce models for the future

22. Integration Many things to many people
Joint management
Joint teams
Single Employer
Single set of skills
Need to reframe question from service perspective and build up
Not only with health
Build on work completed and in hand
eg. Work being done by NLIAH and CCW

23. Challenges to you today
What impact will the service challenges have on the workforce?
How will you ensure that the challenges can be met?
How will you ensure that the workforce is adapted to the needs of the future?