Agenda item

11.1

The Workforce Development Manager introduced the report which provided the Committee with an update on progress made with the Sheffield Care Sector Workforce Development Strategy 2023 – 2026 which was approved by the Adult Health and Social Care Policy Committee in March 2023. This update is in line with the cycle of assurance approved in June 2023.

11.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note the progress made with implementing the Sheffield Care Sector Workforce Development Strategy Delivery Plan 2023-2026.
2. Notes progress made with the development and implementation of the Health and Care Academy in Sheffield, hereby named Sheffield C.A.R.E.S.
3. Note the progress to develop a Sheffield Adult Workforce Celebration & Recognition Event in February 2025.
4. Note progress in implementing the Professional Development Plan and working to achieve the LGA Employer Standards for Occupational Therapists and Social Workers, Unison Ethical Care Charter and GMB Care Charter.
5. Notes the development of Care Sector Workforce Forums to involve and engage Social Care Providers, Voluntary Sector and Academia in further developing our approach to workforce development, wellbeing and including agreement of shared workforce standards.
6. Requests that the Strategic Director of Adult Care and Wellbeing continues to provide the Committee with updates on progress against the Strategy on a six-monthly basis, including updates made based on ongoing learning.
   
   

11.3

Reasons for Decision

11.3.1

The delivery plan gives a structured approach to delivery of workforce development improvements. Asking for regular updates and refreshes of the plan will keep the Committee, wider stakeholders, and the public the ability to hold the Council to account for progress and provide an additional mechanism to input to future development.

11.3.2

Noting the planned Sheffield Care Sector Workforce Forums and Workforce Celebration & Recognition Event gives public commitment towards valuing our social care workforce.

11.4

Alternatives Considered and Rejected

11.4.1

Alternative Option 1

The strategy could have been a shorter-term vision. This was rejected because:

-       there are significant challenges facing the social care system that are more long term in nature (such as training and recruitment of a quality workforce) so require longer term thinking.

-       a shorter-term strategy would likely only be able to focus on the current challenges.

-       market shaping needs a longer-term vision to allow local providers to develop the mix of services we’re looking to deliver whilst remaining stable national drivers, such as new legislation, are in development but we cannot continue to wait for them to be finalised – we have a clear enough picture to be able to drive local transformation.

11.4.2

Alternative Option 2

The strategy could have been smaller in scale, looking only to affect internal council services. This was rejected because:

-       The scale of the challenges faced by adult social care need a system wide approach to be tackled effectively.

-       Section 6 of the Care Act sets out the Council’s duty to make arrangements for ensuring co-operation on the functions of relevant bodies in the local authority area relating to adults with needs for care and support and their carers. This includes those we have defined in the strategy as the adult social care system: the people and organisations that are involved in providing adult social care. Our strategy should reflect this approach.

42.1

The Workforce Development Manager introduced the report which provided the Committee with an update on progress made with the Sheffield Care Sector Workforce Development Strategy 2023 – 2026 which was approved by the Adult Health and Social Care Policy Committee in March 2023. This update is in line with the cycle of assurance approved in June 2023.

42.2

RESOLVED UNANIMOUSLY: That the Adult Health and Social Care Policy Committee:-

1. Note the progress made with implementing the Sheffield Care Sector Workforce Development Strategy Delivery Plan 2023-2026.
2. Notes progress made with the development and implementation of the Health and Care Academy in Sheffield, hereby named Sheffield C.A.R.E.S.
3. Note the progress to develop a Sheffield Adult Workforce Celebration & Recognition Event in February 2025.
4. Note progress in implementing the Professional Development Plan and working to achieve the LGA Employer Standards for Occupational Therapists and Social Workers, Unison Ethical Care Charter and GMB Care Charter.
5. Notes the development of Care Sector Workforce Forums to involve and engage Social Care Providers, Voluntary Sector and Academia in further developing our approach to workforce development, wellbeing and including agreement of shared workforce standards.
6. Requests that the Strategic Director of Adult Care and Wellbeing continues to provide the Committee with updates on progress against the Strategy on a six-monthly basis, including updates made based on ongoing learning.
   
   

42.3

Reasons for Decision

42.3.1

The delivery plan gives a structured approach to delivery of workforce development improvements. Asking for regular updates and refreshes of the plan will keep the Committee, wider stakeholders, and the public the ability to hold the Council to account for progress and provide an additional mechanism to input to future development.

42.3.2

Noting the planned Sheffield Care Sector Workforce Forums and Workforce Celebration & Recognition Event gives public commitment towards valuing our social care workforce.

42.4

Alternatives Considered and Rejected

42.4.1

Alternative Option 1

The strategy could have been a shorter-term vision. This was rejected because:

-       there are significant challenges facing the social care system that are more long term in nature (such as training and recruitment of a quality workforce) so require longer term thinking.

-       a shorter-term strategy would likely only be able to focus on the current challenges.

-       market shaping needs a longer-term vision to allow local providers to develop the mix of services we’re looking to deliver whilst remaining stable national drivers, such as new legislation, are in development but we cannot continue to wait for them to be finalised – we have a clear enough picture to be able to drive local transformation.

42.4.2

Alternative Option 2

The strategy could have been smaller in scale, looking only to affect internal council services. This was rejected because:

-       The scale of the challenges faced by adult social care need a system wide approach to be tackled effectively.

-       Section 6 of the Care Act sets out the Council’s duty to make arrangements for ensuring co-operation on the functions of relevant bodies in the local authority area relating to adults with needs for care and support and their carers. This includes those we have defined in the strategy as the adult social care system: the people and organisations that are involved in providing adult social care. Our strategy should reflect this approach.