1. Skills for Care Marianne Davis & Karen Stevens Locality Managers

2. Skills for Care Skills for Care is the employer-led leadership &
workforce development body for adult social care
in England
We are a trusted delivery partner for the social care sector, on behalf of Dept. of Health & Social Care
We provide practical tools, resources, guidance and best practice to help adult social care organisations in England recruit, develop and lead their workforce
Briefly use the time to explain who we are and what we do – talk about how we are primarily funded by DH through a work programme but we also attract other funding from other organisations as ‘additional costed activity’

3. Quality Capacity Capability By working with employers and sharing best
practice, we help raise quality and standards
across the whole sector
Quality
Quality Matters
Good and Outstanding Guide
Registered Manager Networks
Capacity
Finding and Keeping Workers
Recruiting for Values
New Roles
Capability
Qualifications
Standards
Core Principles
Focusing on three of our areas of support – Quality = key partner in Quality Matters with SCIE, CQC, DH, NHS England and many others to setting out a shared commitment to high-quality, person-centred adult social care. We understand and recognise the issues relating to funding, putting this aside we must build on and share all of the innovative work that is happening and make the best use of all our available resources to deliver high-quality, coordinated, person-centred care
We are already working to support high-quality care and we are working with others to contribute to a sustainable, well-led, high-quality workforce for now and the future.
Capacity= Finding and Keeping Workers, VBR, Secrets of Success
Capability = As mentioned, MIS, RM support, dignity, dementia, end of life, mental health
These are all areas of support we offer that have a direct impact on the WHOLE SYSTEM within the STP

4. Across Kent, Surrey & Sussex……
2637 CQC regulated adult care services
of which:
499 Nursing Homes
1408 Care Homes
728 Care at Homes services
Each with a Registered Manager & around 121,000 workers

5. Some of the workforce issues
75% residential services
25% Dom Care services
Proportion of residential establishment decommissioning
26%-42% more workers in ASC needed by 2025
From 2011 – 2016 social care funding has decreased by 10.7% in real terms
Quality
Capacity
26% turnover – 40% churn
Nursing homes changing CQC registration to Residential service as unable to recruit nurses
42% of care workers hold a relevant qualification
1217 regulated adult care services in STP - 20% inadequate or require improvement .
As services close through choice or enforcement where is the capacity to move people living in services
Capability
25% -53% on nil hours contracts
33% new to role in last 12 months
40% part timers

6. What are the issues ? What do you feel are some of the main issues ?
In your role…..
What do you feel are some of the main issues ?

7. Sussex & East Surrey STP
Programme of support for Registered Managers within Care homes and care homes with nursing to improve quality and performance management
Emerged as part of STP stakeholder event
Compliments some of findings of Winterbourne and local safeguarding reviews – leadership and performance management of staff is key
Meeting with QA related staff and in-reach teams confirms need
State of Social Care ( CQC) – quality of service – consistent manager, focus on culture, values and areas such as staff retention, good leadership
Talk about the RM mentoring project

8. STP Reg. Manager Support
Start: April 17
End: Jan 18
Problem Statement
Key actions taken
Ongoing
Focused support provided to Registered Managers within Sussex and East Surrey, covering people performance management and workplace culture.
Provided monthly one to one meetings with Registered Managers and in the case of large providers offered Action Learning sets.
Range of support and signposting and development of “toolkit” based on common themes
From the project a “community of practice” has also been developed.
Influenced national work supporting Registered Managers and Registered Nurses in social care
Other projects across Kent, Surrey & Sussex including LWAB sponsored Well-led project
Karen Stevens skills for care

9. STP Reg. Manager Support
Before support
After support
People performance management not being addressed in some cases –
Key people performance measures and processes not being considered – staff turnover, importance of supervision and staff development
Lack of attention to areas such as values, workplace culture and being clear what expected of staff
Reflected in key people measurements – staff turnover, sickness absence and capability / disciplinary measures
Evaluation report available
We have collated :
Case study examples of how improvements are being made,
What resources are proving most useful,
Ongoing benefits of community of practice
Themes to support national work on support needed for those new to management and where quality is an issue
Development of Registered Nurse in social care approaches – leadership, return to nursing, Role & Skills framework
Quality and people measurements - RMs were asked to review consequences on other measures - such as hospital admissions

10. What have managers said?
Active Prospects: The feedback I have is that the managers are really benefitting from the Action Learning approach and we are looking at how we continue this once your project has finished
Alvington House: would just like to say how much I appreciate your input and guidance, you have been extremely helpful thus we are now beginning to put your guidance into our practise

11. What have managers said?
Ridgegate: Your contribution to the Home is
much appreciated and we will work towards achieving the objectives you suggested.
As a result of our discussions, we will stick with our existing structure of Care and focus on the responsibilities of the Senior Staff to deliver more creative well-being for the Residents.

12. Challenges and Lessons learned
Challenges/Barriers to success
Gaining engagement in the project in a timely way
Registered Managers being able to give time and attention to the more long term work needed when often tacking more immediate issues
RM having support of other leaders and managers within their organisations – proprietors, Registered Nurses and team leaders etc
Lessons learned
Focus on sustaining support once the project is completed has been important, so linked in with other managers and support opportunities
Translating resources into practical use - there are any number of guides and resources but RM need time to reflect and support with implementation
Once in leadership role little opportunity to really focus on people performance in a positive way

13. 2 year Well-led programme
Funded by Sussex & East Surrey LWAB & provided by West Sussex Partners in Care to include:
Identification of key issues and priority for support
Direct support of RMs to improve practice
Collating and sharing of existing resources / best practice
The identification of gaps and development of additional means of improving practice
Development of sustainable support in the most effective form, for example shadowing / mentoring / peer support schemes to be considered
Evaluation of impact of this programme

14. Responses to the issues ….
Linking back to the exercise at the beginning:
Key areas are ………
Skills for Care support / response ………

15. Contact details Marianne Davis Marianne.davis@skillsforcare.org.uk
Karen Stevens