1. Interim CEO, Skills for Care
Knowing, doing,
changing
Andy Tilden
Interim CEO, Skills for Care
@andytildensfc

2. What we know The workforce is currently 1.47 million strong
Our sector contributes £38 billion to the English economy
Every day we need to fill 110,000 vacancies
We estimate that by 2035 we will need to fill another 650,000 job roles
LGA estimates the current funding gap for our sector will be £3.5 billion by 2025
I wanted to start with some of things we probably all know but it is always helpful to have a reminder.
Adult social care is a big and growing workforce that contributes not only social capital but economically too.
Many of you here will know that LA planning trams are increasingly including ASC in their calculations as we are one of the few sectors that are going to grow in the coming years.
I make no apology whatosver for including the recruitment gap figure as today we need to fill 110,000 jobs as we will tomorrow and this time next week.
Of course, we know around two thirds of those jobs will be filled by people moving to other jobs in ASC.
And that then raises the question of why are churn rates still far too high with many employers having to replace a third of their workforce and yet others have very low retestion rates.
For me getting retention right is just as important as making sure we recruit the right people with the right values.
I also make so apology for including the looming crisis where we will need to find up to 600,000 people to fill those job roles on the screen.
Some say we shouldn't keep harping on about that number as the way ASC is provided will have changed by 2035 and that technologic advances will also help reduce that number.
I agree with that to an extent as the reality is we will employ more technological aids and we may even have small army of robots but we are still a people business.
A robot won't always notice if someone dementia has suddenly got worse or maybe take an isolated person’s post to the box so we will still need to fill many more job roles over the coming years when we can’t even manage to recruit enough people now.
I’ve included the LGA figure because everyone in this room – including the employers we work with – are impacted by the funding challenges we all face.
Maybe the green paper if and when we get will help give us clarity in how we address that gap but in the meantime employers are struggling especially in area like dom care.

3. What we are doing
You will be glad to hear I’m not going to go through our work programme line by line but I think this shows where our thinking is going in relation to what we can do to support the creation of a skilled, knowledgeable and confident workforce.
I’ve touched on R and R but we will be supporting DHSC to build on the recent National Recruitment Campaign.
We will expand our I care…Ambassadors and supporting employers to think about using value based recruitment which we know works both in terms of getting the right people and being cost effective.
We will also be continuing to support the professional regulated workforce including the thousands of nurses and OTs in our sector.
In terms of prevention and well- being one of the most important elements supporting the workforce commissioning workforce.
It seems obvious doesn't it that in these tough time commissioning services that best serve out communities is paramount but we recognise we need to do more work to support that hard pressed part of the workforce.
I’ll terms of improvement I’ll touch on the Workforce Development Fund in a moment but I think the key element of supporting th sector is making sure leaders and managers acoysy rthe sovr.
With that in mind we will continue to improve our membership offer for RMs to really solidify our position as the memmbership organisation supporting that key group of workers.
We will also continue to embed the ASYE amongst social work employers like many of the people in this s room and work with the Chief Social Worker to promote understanding and consistency in the skills and knowledge needed to support SWs and their supervisors.
Last but not least in integration.
Our position is clear in that people who need care and support don’t care who commissions a service or what uniform you might be wearing all they care about is that can the person coming through my door do the job I need doing when I need it doing.
As we know easier said that done but we are making progress.
We will working with ADASS and others on a project to look at how digital working and information sharing can help drive the integration agenda.
We als also looking a the deinery of intrtared gardtaue amanhemr scme so we an cfinanf keep the everty ahresy minds.
So a full progrmme for 19/20.

4. Parity of respect with the NHS
Where we want to get to
Parity of respect with the NHS
Parity of funding for learning and development
Building a valued and respected workforce
That’s the practical thigs we are doing so given we are going to have discussing next maybe this a good time to think about where we think we want to get to.
I think one idea that ties in with the whole integration agenda is working much harder to get a parity of respect with colleagues in the NHS.
And that means both respect for the contribution our 1.47 million workwes make to people’s care and support which I think is happening but also a better understanding by the general public about what ASC offers day in and day out.
Most people come to ASC is crisis and if they have read any of the horror stories in the press they are often apprenhensive.
We need to change the narrative so people not only see that on the whole ASC offers high quality care and support but a clear understanding about what we do before they hit crisis point.
It then follows we need a greater parity of funding for learning and development so people can access opportunities to develop their skills at every stage of their career where is something I have felt passionately about throughout my own career.
At the moment HEE have a budget of ?? Billion and our Workforce Development Fund is just over £11 million or about ?? A head.
Now I know HEE are funding hugely expensive doctors and nurses but I think we need to think about we close that gap a lot more so we can help over employers in ASC to support their workers to learn and grow.
I think if Skills for Care and ADASS continue our strong relationship and we can deliver all our plans plus we address some of the parity and perception issue then I think w can create a valued and respected ASC workforce.
It won't be easy but it is doable.