Agenda item

8.1

8.2

The Committee considered a report of the Strategic Director of Adult Care and Wellbeing.

This report set out a long-term response that committed to improving the lives and conditions of the people who work in Adult Social Care.

This was developed with providers and partners and included a Workforce Development Plan.

It was agreed that Committee members would meet with the Workforce Board, and that equality and diversity considerations would be made.

8.3

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

1.    Approves the Adult Social Care Workforce Development Strategy and Plan 2023 – 2026

2.    Notes progress in relation to implementation of the Council Delivery Plan – Valuing Social Care Workforce, Local Government Association Workforce Standards and Practice Quality Standards, and

3.    Requests that the Director of Adult Health and Social Care refreshes the Workforce Strategy on a bi-annual basis and brings an update to Committee on progress with delivery on a six-monthly basis.

8.4

Reasons for Decision

8.4.1

Through significant local consultation and engagement, the Care Sector Workforce Development Strategy 2023 – 2026 sets out a vision and ambition for Sheffield’s care sector workforce that will meet the needs of our citizens.

8.5

Alternatives Considered and Rejected

8.5.1

There is no clear alternative to an adult social care strategy. The strategy is needed – we have an obligation to deliver one under the Care Act.

8.5.2

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.

8.5.3

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.

8.1

8.2

The Committee considered a report of the Strategic Director of Adult Care and Wellbeing.

This report set out a long-term response that committed to improving the lives and conditions of the people who work in Adult Social Care.

This was developed with providers and partners and included a Workforce Development Plan.

It was agreed that Committee members would meet with the Workforce Board, and that equality and diversity considerations would be made.

8.3

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

1.    Approves the Adult Social Care Workforce Development Strategy and Plan 2023 – 2026

2.    Notes progress in relation to implementation of the Council Delivery Plan – Valuing Social Care Workforce, Local Government Association Workforce Standards and Practice Quality Standards, and

3.    Requests that the Director of Adult Health and Social Care refreshes the Workforce Strategy on a bi-annual basis and brings an update to Committee on progress with delivery on a six-monthly basis.

8.4

Reasons for Decision

8.4.1

Through significant local consultation and engagement, the Care Sector Workforce Development Strategy 2023 – 2026 sets out a vision and ambition for Sheffield’s care sector workforce that will meet the needs of our citizens.

8.5

Alternatives Considered and Rejected

8.5.1

There is no clear alternative to an adult social care strategy. The strategy is needed – we have an obligation to deliver one under the Care Act.

8.5.2

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.

8.5.3

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.