1. we help to improve social care standards March 2013 Training for Today’s market Marie Lovell, Project Manager

2. 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

3. 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%

4. 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

5. 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

6. Local

7. 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 EnglandNorth East Turnover (all job roles) 19.3%16.8% Vacancy (all job roles) 3.5% 3.3%

8. 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

9. 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!

11. £72 billion of cuts

12. Most cuts fall in two areas:

13. “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

14. 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

15. 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

16. 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

17. Starting out All 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

18. 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

19. 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

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

21. Risk Remember 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

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

23. www.skillsforcare.org.uk