Impact of the Care Act on the Adult Social Care Workforce Joanna David, Assistant Director of Social Care Reform (ADASS) Rachael Wardell, Corporate Director of Communities (West Berkshire Council)

Workforce: Critical to Implementation A piece of reforming legislation – opportunity to develop and promote a change in culture and practice Much of the Act consolidates good practice and existing policy in statute But … new statutory duties and responsibilities likely to require an increase in workforce capacity and/or new roles and ways of working Analysis and planning needs to start now

Understanding the Impact on the Workforce Review CA policy, duties and responsibilities against current local practice Identify and scope potential workforce capacity, skills and knowledge gaps Determine operational approach – council delivered function or commissioned / delegated Recruit / train or commission / contract

Key areas for staff training and development Basic understanding / awareness of the overarching principles of the Care Act – wider workforce, key council and external partners High level legal training – senior managers and social workers, social care lawyers Culture change – best practice - implications for social work practice – senior managers, social workers, commissioners

Key areas where the Act likely to affect workforce capacity Assessments and support plans - significant increase in demand for assessments expected, particularly Carers 2015/16 Universal Deferred Payments – councils likely to need to expand DPA function and train key staff Right in law to a direct payment – councils currently with low numbers may need to expand function and strengthen back office 2016/17 funding reform and care accounts

Partnerships and Dependencies Closer planning, collaboration and integration with health, housing Integration of health and social care integration Responsibility for social care needs of prisoners- significant impact for councils with one or more prisons within their boundaries Safeguarding –new legal framework and statutory duty Councils will need to assess current practice, identify gaps and plan to meet their new responsibilities.

In the South East Stock take analysis Approaches Work under way to support changes No workforce development plans currently in place Approaches Oxfordshire Buckinghamshire East Sussex Brighton & Hove West of Berkshire

Oxfordshire Changing workforce Need to improve capacity and capability Increased demand & widening gap Threats Smaller pool of young adults Immigration policy & economic trends High turnover & vacancy rates Negative reputation Commissioning practices HETV funding

Buckinghamshire Increase in pace and extent of work on workforce Awareness-raising for senior managers Leadership work with Ernst & young Organisational capacity & resources Organisational design – “The Future Shape” initiative Capacity calculation Skills audit Customer journeys

East Sussex Amongst the highest numbers of older people Scale and depth of change; capacity; timescales; recruitment & retention Tasks Mapping new learning & skills Planning & developing training Workforce implications of process changes Case studies to support decision-making Estimating self-funders Estimating initial and ongoing assessment & care management capacity

Brighton & Hove Developing a stronger professional workforce Link to professional capability framework Delivery through other organisations Information / advice / prevention embedded Develop focus on people’s personal assets and social capital Roles of care-coordinators / navigators / brokers Cultural shift Integrated teams – different too Overlapping circles mapping work.

West of Berkshire Berkshire West integration programme HETV funding – to develop integrated workforce strategy & plans Skills for Health & Skills for Care involvement Appointing workforce development specialist Mapping - gaps, needs , current workforce – training, terms and conditions, career path, age etc. Questions for Berkshire West including: volume of work will significantly increase – numbers and calibre to match the demand? Do assessments need to be completed by social workers – what scope is there for ‘skill mix’?

Questions Would a regional approach be helpful in relation to workforce development planning? How can ADASS in the South East help councils to move forward in a collaborative way? What are the approaches which councils have found most useful? Could we use/adapt the Skills for Care approach (or similar) as a template for wider use? How can we share best practice most effectively? Would a Network or ‘Task and Finish’ group be helpful?