BOROUGH OF POOLE
COMMUNITY SUPPORT OVERVIEW GROUP
10 MAY 2005
REPORT OF HEAD OF ADULT SOCIAL SERVICES (PROVIDER) ON
SOCIAL CARE WORKFORCE PLAN
PART OF PUBLISHED FORWARD PLAN - YES
1.
PURPOSE OF REPORT
1.1
To advise Members on progress towards the publication of Poole’s
Social Care Workforce Plan and to highlight key workforce issues
affecting the social care sector.
2.
RECOMMENDATIONS
2.1
Members are asked to recommend to the Community Support Portfolio
Holder that the Social Care Workforce Plan be adopted.
2.2
Members are asked to recommend to the Community Support Portfolio
Holder that the draft Social Care Workforce Action Plan be approved.
2.3
Members are asked to note that a progress report on the Action Plan
will be submitted to the October 2005 meeting of the Community
Support Overview Group.
3.
BACKGROUND
3.1
The requirement to develop and publish a Social Care Workforce
Development Plan was first identified following the Joint Review of
Social Services in June 2002. It is now a national requirement from the
Department of Health that all Local Authorities produce such a plan
encompassing the workforce requirements of both the Local Authority
and the independent sector (Children and Adults). Health Services are
also required to produce similar plans.
3.2
In excess of 200 questionnaires seeking information on the make up of
the social care workforce (age, gender, qualifications) were distributed
to all care providers operating within Poole in December 2003. The
response rates were 100% statutory sector providers and 40%
independent providers. In addition, four separate consultation events
were held in Spring 2004 to which 80 individuals attended. The aim of
these events being to outline the need for a plan and confirm common
workforce issues affecting the social care market.
3.3
A number of drafts of the workforce plan have been produced and all
care providers have had the opportunity to comment on these.
1
5c
3.4
A final plan has been produced. Attached to this report (Appendix 1) is
a copy of the executive summary. Copies of the full report are available
in group rooms.
4
THEMES/ISSUES
4.1
A number of common themes and issues have emerged as a
consequence of the planning and research activity undertaken in
production of the workforce plan.
4.2
Recruitment and Retention: See separate agenda item and report for
Community Support Overview Group meeting 10/05/05.
4.3
Lack of appropriate skills and high percentage of unqualified employees
in the independent sector, particularly within direct care services and
the need to enhance training and qualification opportunities for this
group.
4.4
Limited opportunity for career progression.
4.5
Inconsistent and limited recognition of increased competency levels
amongst practitioners.
4.6
Competition for staff, particularly from the retail sector, supermarkets
etc.
5.
NEXT STEPS
5.1
An implementation group comprising a mix of internal and external care
providers has been established. This group has met once to date and
is due to meet again at the end of May 2005. The group’s primary task
is to prioritise the workforce action plan (Appendix 2) for Adults
Services and develop appropriate responses.
5.2
Poole Primary Care Trust has the lead on the development of a multiagency workforce plan for Childrens Services.
5.3
The Social Care Workforce Development Plan will be updated annually
in conjunction with independent sector partners, including Health.
Charlie Sheldrick, Head of Adult Social Services Provider
29th April 2005
BACKGROUND PAPERS
Draft Social Care Workforce Development Plan
Contact Officer: Bob Allam, Strategic Training Manager, Social Services
Telephone: 01202 633445
Appendices: 1 – Executive Summary of the Social Care Workforce Plan
2 – Social Care Workforce Draft Action Plan
2
APPENDIX 1
SOCIAL CARE WORKFORCE PLAN
BOROUGH OF POOLE 2005/2008
GLOSSARY OF TERMS
AC
Audit Commission
ACM
Assistant Care Manager
ACPC
Area Child Protection Committee
ADSS
Association of Directors of Social Services
ASW
Approved Social Worker for Mental Health
CAP
Care Ambassadors’ Project managed by SKILLS FOR CARE
(South West)
CHCA
Community Health Care Assistant
CM
Care Manager
CM
Case Manager
CPD
Continuous Professional Development
CSCI
Commission for Social Care Inspection
CT
Children’s Trusts
DfES
Department for Education and Skills
DipSw
Diploma in Social Work
DISS
Delivery and Improvement Statement
DOH
Department of Health
DP
Direct Payments
DSHA
Dorset Strategic Health Authority
EDI
Employee Development Interview
EDS
Employee Development Scheme
FACS
Fair Access to Care
GC
Graduate Certificate
GD
Graduate Diploma
GSCC
General Social Care Council
HRDS
Human Resource Development Strategy Grant
HRM
Human Resource Management
ICS
Integrated Children’s System
IiP
Investors in People Award
LRC
Learning Resource Centre
LRN
Learning Resource Network
LSCB
Local Safeguarding Children’s Boards
MDLP
Management Development Leadership Programme
3
ML
Masters Level
NHS
National Health Service
NOLP
National Open Learning Programme run by the Open University
NOS
National Occupational Standards
NSF
National Service Frameworks
NTS
National Training Strategy Grant.
NVQ
National Vocational Qualifications
CSOG
Community Support Overview Group
ODPM
Office of the Deputy Prime Minister
OTA
Occupational Therapy Assistant
OU
Open University
PAF
Performance Assessment Framework
PCT
Primary Care Trust
PCVS
Poole Council for Voluntary Service
PD
Policy Director
PDP
Personal Development Portfolio
PG
Post Graduate
PLPF
Practice Learning Task Force
PPS
Pupil and Parent Support.
PQ1
Post Qualifying Framework – standard one
PQAF
Post Qualifying Award Framework
PQCCA
Post Qualifying Child Care Award
PS
Practice Supervisor
PT/PA
Practice Teacher/Practice Assessor
PTA
Practice Teaching Award
RMA
Registered Managers’ Award
SAP
Single Assessment Process
SASS
School and Student Support
SC
Scrutiny Committee
SDHSA
Somerset and Dorset Strategic Health Authority
SSP
Strategic Service Plans
SUH
Service Unit Head
SW
Social Worker
SWA
Social Work Assistant
SWD
Social Work Degree
TDP
Training and Development Plan
SKILLS FOR CARE Training Organisation for the Personal Social Services
TSP
Training Support Programme
4
TSSS
Trainee Social Worker Scheme
WLBA
Work/Life Balance Award
WVIAC
Wessex Voluntary and Independent Agency Consortium
5
SOCIAL CARE WORKFORCE PLAN
BOROUGH OF POOLE 2005/08
EXECUTIVE SUMMARY
1. Introduction - Outlines the reasons why the Council has developed a
Social Care Workforce Plan for the Borough to include the private and
independent social care sector as well as its own managers and
employees. Sections 1.6 1.7 and 1.8 outlines the budgetary changes
being made by the Department of Health (DOH) as it phases out the
Training Support Programme (TSP) monies and introduces two new
grants to fund the social care sector namely the National Training
Strategy Grant (NTS) and the Human Resources Strategy Grant. The
government intends to increase these grants year on year.
2. The Development of Poole’s Social Care Workforce Plan – The
Office of the Deputy Prime Minister is encouraging local authorities to
develop Workforce Plans for all sectors of their Workforce. The Council
is currently developing its own Corporate Plan. This section outlines the
range of work which underpinned the development of the Council’s
Social Care Workforce Plan. The Workforce Plan was underpinned by
two sets of statistics which are outlined in more detail at 2.4.1.
3. Demography, Migration and Skill Development – Factors affecting
Employment. Poole’s population is currently 138,000 and predicted to
rise to 145000 by the year 2011. Approximately 4% of its population are
from other ethnic groupings, and 4% of children attending the town’s
schools are from non- white British groups. Poole’s population has a
high percentage of older people and by 2011 there is predicted to be an
increase in those of post-retirement age of 20.8% compared to a national
increase of 12.7%. Currently 20% of the town’s population is aged 0-17
and there is predicted to be a decrease in the number of pre-school
children in Poole to 32.4% of the total population compared to a national
decrease of 2.2%.
House prices in the town remain high and there is concern about the
need to provide affordable housing for local residents as well as
continuing to attract key professional workers to the town. Section 3.8
refers to two housing sites which contain some housing for key workers.
The town has a mixed service industry, a high cost low wage economy
which is a challenge for the social care industry as many of its
employees fall into the low wage category.
Sections 3.10 to 3.12 examines unemployment in Poole. The working
population of the town is estimated to be 73,000 and the unemployment
rate is 1.3% of the working population compared to a national average of
3.4%. Unemployment in the town tends to be concentrated among
6
groups who are disadvantaged by lack of relevant skills or who have
been out of work for more than a year. Unemployment is also associated
with deprivation and social exclusion which is most concentrated in the
wards of Hamworthy
East & West and Poole Town. Future employment growth in the town is
expected to be in high skill occupations with low skills occupations declining
overall. Increasingly employers are looking to a wider national and international
labour market to attract suitable recruits.
4. The Social Care Business. – Sets out the changing nature of the Social
Care Business in Poole and nationally. It outlines how the best and most
cost effective services are delivered to a range of service user groups
through assessment and the application of eligibility criteria. Increasingly
services are commissioned by the statutory sector and delivered by the
independent and voluntary sector in a mixed economy of care. Section
4.2 outlines the government’s agenda for social care with the service
user at the centre, with integrated services providing an individual service
and not a ‘one size fits all’ service. Increasingly the future is about health
and social care services working closely together alongside the
independent and voluntary sector.
Sections 4.3 to 4.5 examines research carried out by the Audit
Commission about how social care will be delivered over the next five
years. It highlights enhanced skills in planning and commissioning which
employees and managers will need to develop to meet service user
needs. This in turn has an impact on training and highlights the need for
Councils to develop new alliances and partnerships with the health
service, universities and the independent and voluntary sector.
5. What are the Implications for the Social Care Workforce in Poole ?
This section analyses briefly the impact of the government agenda for
the workforce in Poole. In particular it highlights the difficulties which all
sectors have in recruiting and retaining high quality direct care staff with
a growing older population in the town. There is also a need to continue
to attract ‘key workers’, young people, women returners and people over
50 considering a change of career into the social care profession at all
levels. This means developing more sophisticated Human Resource
Strategies which tap national and international markets.
The town also has an increasing ‘young’ older population (60 plus) which
could provide a source of untapped paid and voluntary labour which all
sections of the social care sector could harness and train in order to
support local services.
6. The National Context - Examines how national legislation and policy
impacts on the development of the social care business both regionally
and locally on Children’s and Adult Service Provision.
Section 6.3 and its associated paragraphs outlines the main changes
nationally to Children’s Services. In particular the move of Children’s
Services to the DfES, the move towards the implementation of Children’s
Trusts, integrated working and training and the appointment of a local
7
Director of Children’s Services and the introduction of Local
Safeguarding Children’s Boards to replace Area Child Protection
Committees. Since February, 2004 the Council have been undertaking a
review of Children’s Services in conjunction with local agencies and it is
likely that the Council will move towards a model of multi-agency teams.
Section 6.4 outlines the government’s key vision for Adult Services. One
that puts the person needing support at it’s centre rather than the
institutions providing that support; one that promotes inclusion and
diversity and supports people in their choices and aspirations rather than
cares for them once all choice and hope is gone.
Section 6.5 outlines how Poole is responding to these challenges.
7. Poole’s Current Social Care Workforce - Outlines the numbers of
employees working in the sector in all user groups and is shown in table
form at 7.2. Two thirds of the town’s social care workforce is employed in
the independent, private and voluntary sector. Sections 7.4 and 7.5
outlines the outcomes of the consultation meetings which the Council
had with the Independent and voluntary sector suggesting ways in which
these sectors could work more closely together to develop training and
so on.
Section 7.6 outlines briefly the wider functions of the council and the
context in which Social Services is delivered. Section 7.7 outlines in
more detail the composition of the Social Care Workforce in the Council.
7.7.2 details the breakdown of male/female and the numbers of
fulltime/part time staff whilst 7.7.3 details age profile and gender of the
current workforce. 7.7.5 indicates that 62% of workforce is aged 40 plus
and nearly 33% aged 50 plus.
Sections 7.8, 7.11 and 7.12 examine in more detail the business of each
of the three Social Service Units, the services they provide to the
community and the challenges which face them in the longer term.
Sections 7.9 and 7.10 set out short and longer term objectives for the
development of Children and Families Unit in line with the government’s
modernisation agenda. Sections 7.14 and 7.15 set out short and long
term objectives for adult services.
8. Training and Development - Section 8 outlines the structure of the
Social Services and Corporate Training Team which sit alongside each
other. It also discusses how the Social Services Training Team work
closely with the NHS, Primary Care Trust and local and regional
education providers to deliver a varied training agenda across the social
care sector. A three yearly Training and Development Plan is produced
which in future will link with the Workforce Plan.
Sections 8.7 and 8.8 examine and evaluate the way forward in relation to
certain specific areas of training including National Vocational
8
Qualifications, Diploma/Degree in Social Work, Degree in Occupational
Therapy, the social work Post Qualifying Awards Framework, Practice
Teaching/Practice Assessor Award and Management Development.
9. Gap Identification and Analysis – Upskilling the Social Care
Workforce analyses in more detail three staff categories, direct care
staff, social workers and senior and middle managers where the Council,
working in partnership with the independent and voluntary sector, needs
to upskill the workforce, attract larger numbers of staff and have a clear
recruitment and retention policy as part of its wider human resource
strategy.
Section 9.5 discusses the current post-qualifying social work agenda and
national targets set by SKILLS FOR CARE, DOH and the GSCC for the
achievement of these awards. This section also outlines how local and
regional protocols should be in place to ensure that staff in the
independent, private and voluntary sector also achieve these awards.
Currently the Council needs to do more to enable staff to access these
awards.
10. Poole’s Social Care Workforce Action Plan. Section 10 outlines in
table form short and long term objectives.
9
DRAFT
POOLE’S SOCIAL CARE WORKFORCE ACTION PLAN.
BOROUGH OF POOLE SOCIAL CARE WORKFORCE DEVELOPMENT ACTION PLAN:
APPENDIX 1
10. POLICY & PLANNING
Objective
Time
frame
Actions
Lead
Person
Outcomes
10.1
Share this action plan with NHS Trusts plus private,
voluntary and independent sector providers.
Autumn
2005
Social
Services
Strategic
Training
Manager
All other providers conversant with
major workforce planning issues and
able to contribute to subsequent
revisions to plan.
10.2
Identify common workforce issues affecting NHS Trusts,
private, voluntary and independent sector providers.
Jan 2006
Arrange print
run for plan and
all appendices
and distribute
with covering
letter.
Review others
workforce
development
and training
plans and
arrange series
of meetings as
appropriate.
Common training needs identified.
10.3
Separate Children and Adult workforce issues.
Jan 2006
Social
Services
Strategic
Training
Manager in
conjunction
with 3
Social
Services
SU Heads.
SU Heads.
Separate plans produced for Children
and Adult Services.
APPENDIX 2
10
Joint work with
PCT.
DRAFT
Objective
Time
frame
Actions
Lead
Person
Outcomes
10.4
Explore the potential for conurbation and/or pan Dorset.
Strategic planning and commissioning of training.
Dec 2005
Current
position
statements in
respect of links
to independent
sector shared
between 3
Dorset local
authorities.
SUH,
ASSPU
Agreement reached to (a) develop
joint commissioning, (b) the 3
Authorities operating independently of
each other.
10.5
Agree training commissioning strategy and delivery
arrangements with independent sector providers.
Dec 2005
Arrange series
of meetings
and work
towards cross
sector
representation.
SS
Strategic
Training
Mgr
Independent sector providers involved
in strategic development and in
agreement to training delivery
arrangements.
11
DRAFT
11. RECRUITMENT & RETENTION
Objective
Time
frame
Actions
Lead
Person
Outcomes
11.1
Identify key impediments to recruitment and retention
(Council) and develop action plan to address.
May 2005.
Report to
Council Care
Services
Overview
Group.
Policy
Director
(Social
Services) +
SU Heads.
Action plan agreed together with
timetable. Elected Members of
Council receive updated report
Autumn 2005.
11.2
Share with independent sector Council action plan on
recruitment and retention in order to identify common
themes.
Sept 2005
Letter plus
copy of report
and Council
minutes to be
sent to
independent
providers.
SS
Strategic
Training
Manager
Independent sector informed plus
series of meetings arranged to share
perspective and update plan.
11.3
Evaluate Care Ambassadors Project
Spring
2005
Produce
analysis of
impact on
recruitment
SS
Strategic
Training
Mgr
Evaluation completed in order to
determine validity of ongoing support
12
DRAFT
11.4
11.5
11.6
In conjunction with education providers, raise profile of
Social Care as a career particularly for school leavers
and women returnees.
Increased percentage of people recruited from ethnic
minority backgrounds.
Develop Career Pathways for existing staff, which
enables them to grow and develop professionally.
Spring
2005
March
2006
March
2006
Identify and
target
education
providers
Establish closer
links with Job
Centre Plus
recruit existing
staff as
representatives
Establish links
with Dorset
Race Equality
Network
Review and
revise existing
recruitment
policies
Ensure training
plan reflects
business need
at all levels.
Consider
development of
fast track
scheme.
Explore
potential for
secondments
across the
sector.
13
SS
Strategic
Training
Mgr
Ongoing programme of recruitment
linked to schools and Job Centre
Plus.
Recruitment
Section.
Social Care work force diversity
reflected in local population.
SS Strat
Training
Manager
Improve retention % target reduction
in turnover figure to be agreed.
& 3 Social
Services
Unit Heads
& Head of
Personnel
& Training.
Potential for cross sector
secondments identified including
action plan to deal with bursaries.
DRAFT
11.7
Continue to work with local universities and further
education providers to develop and build on incentive
schemes such as bursaries and ‘golden handshakes’ to
attract newly qualified social workers to the town. These
Schemes need to be developed uniformly across the
three Social Service Units.
March
2006
Agree
framework for
bursaries
SS Strat
Training
Manager.
Qualified vacancies filled at first
advertisement.
11.8
Strengthen exit interview policy. At the present time it is
not compulsory for staff to complete an exit interview
with their line manager. This evaluation of this data
could provide valuable information to Service Unit
Heads as to why staff are leaving, and could in turn
have an impact on recruitment and retention rates.
June 2005
Ensure exit
interviews are
conducted/
collated
SS Strat
Training
Manager
Issues for attention identified.
Evaluate
feedback for
discussion at
SMT.
14
& 3 Social
Service
Unit
Heads.
Active involvement of mgrs in process
DRAFT
12. SKILLING THE WORKFORCE
Objective
12.1
12.2
12.3
Increased number of practice teachers/assessors. Offer
places to the independent and voluntary sector in order
to increase its Performance Assessment Framework
Indicator in relation to Practice Learning.
Time
frame
Actions
Lead
Person
Outcomes
Spring 05
Develop
integrated
training
programme in
conjunction
with HE and FE
providers
SS Strat
Training
Manager
Increase number of practice
placements. Target figure to be
agreed.
Encourage all
social care
providers to
provide best
practice in work
place learning.
Explore
potential for
sharing with
other providers
Practice
Teaching and
work based
assessments.
SS Strat
Training
Manager.
Increase number of newly qualified
social workers seeking employment in
Poole. Target figure to be agreed and
aligned with vacancy rate.
Identify pool of Practice Teachers,
supervisors and work place assessors
all supporting people in learning.
Target number
agreed.
Backfilling
requirements
identified
SS Strat
Training
Ma
nager.
Develop financial reward system for Practice Teachers
and employees studying for the Practice Teaching
Award.
Completed
Develop financial reward system for Practice
Assessors.2005/2006 academic year will see last
practice teaching programme in its present format. New
courses for Practice Assessors will be developed.
Autumn
2005
Increase number of unqualified staff gaining
DipSW/Social Work Degree via the Open University.
Ongoing
15
Increase % number (currently 11)
studying with the Open University.
DRAFT
Objective
Time
frame
Actions
Lead
Person
Outcomes
12.4
Feedback links with Bournemouth University,
independent and voluntary sector providers
Autumn 05
Facilitate
meeting
between univ
and private/vol
sector
SS Strat
Training
Manager.
Local private and voluntary providers
employees entering degree course
12.5
Review backfill procedures and identify costs. Ensure
study leave and arrangements are appropriate and
applied equally across the 3 units.
Autumn 05
Identify costs
SS Strat
Training
Manager.
Better opportunities for seconded staff
including part-time staff.
All local authority and independent care providers to
achieve govt target of 50% of care staff to hold minimum
NVQ2 by 2006/07.
Ongoing
SS Strat
Training
Manager.
All providers have training strategies
and programmes in place to achieve
targets.
C & F Smr.
Mngs & SS
Train Man.
Meet government targets for
integrated training for Child Care
Staff.
12.6
12.7
Build on & improve existing opportunities to train with
partners in Health, education & independent sector.
Review existing
study leave
arrangements
Ongoing
16
Contracts with
care providers
to specify % of
qualified staff to
NVQ2 as a
requirement.
Joint training
initiatives.
Multi agency
training to be
developed.
DRAFT
12.8
Develop and grow managers from its existing workforce
in line with its current policy of developing and growing
its professional staff
Ongoing
Internal and
external
secondment
opportunities to
be explored.
Develop
options for parttime employees
12.9
SS Strat
Training
Manager &
3 Social
Service
Unit
Heads.
Increase number of front line
experienced staff.
Evaluate growth in numbers of staff
promoted.
Objective
Time
frame
Actions
Lead
Person
Outcomes
Work in conjunction with the independent, private and
voluntary sector to explore ways in which their staff can
access Poole’s Management Development Learning
Programme (MDLP) or enable them to access
management programmes through other educational
providers.
Autumn
2005
Improved
liaison with
independent &
voluntary
sector
Org. Dev
Training
Mngr &
SS Strat
Training
Manager.
Improved training opportunities for
managers in all sectors of social care.
17
DRAFT
12.10
Develop & enhance skills in commissioning, market
management and procurement of services.
Ongoing
All staff
engaged in
commissioning
external
services
Social Services
contracting
team to make
available
placements All
commissioning
staff to
undertake
training in
marketing/
negotiation
skills.
SS
Strat
Training
Manager &
Appraise commissioning and increase
awareness of business.
3 SS
Service
Unit
Heads.
Specifications
for all service
development
shared with all
commissioning
staff.
12.11
Managers across the social care sector need to develop
enhanced skills in partnership working, negotiation and
change management in order to deliver the
modernisation agenda.
Autumn
2005
18
Update training
plans and
course
contents to
reflect business
needs
SS Strat
Training
Manager &
3 SS
Service
Unit
Heads.
Training plan reflects business need
and specific modules developed
DRAFT
12.12
Personnel Unit should work in conjunction with Senior
Managers, across the three Social Service Units, to
create and implement competency based job
descriptions for all grades of staff.
Before
March
2007
Develop and
implement
competency
based job
descriptions
Review existing
JD’s
Consult trade
unions
Issue revised
JD’s
19
Head of
Personnel
& Training
SS Strat
Training
Manager
3 SS Unit
Heads
Trade
Unions.
All required competencies identified.
Greater transparency and links
between competency and pay.
DRAFT
13.
DRAFT LONG TERM OBJECTIVES TO BE REVIEWED BY JANUARY 2006
Objective
Time
frame
Actions
Lead
Person
Outcomes
13.1
Work with all stakeholders including, and in particular
service users and carers, to improve long term service
planning to impact on the quality and efficiency of
services
Ongoing
Long Term
S Services
Strat
Training
Manager &
3 SS Unit
Heads.
Managers better equipped to
contribute to longer term planning and
manage change.
In line with GSCC’s guidance involves
service users and carers in long term
planning and training.
13.2
Consideration on how training budgets could be pooled
with the NHS/ independent sector to deliver better
quality integrated and more cost effective training across
the social care sector.
Ongoing
Long term.
Training
programme for
managers
focusing on
project and
change
management
skills to be
developed.
Liaison with
other social
care sectors.
SS Strat
Training
Manager.
More effective use of strategic training
budgets to improve quality of multiagency training.
13.3
In the longer term, develop integrated training and
Workforce Plans in partnership with Primary Care Trust,
Health, the private and independent sectors.
In the light of national changes to Children’s and
Families Services the Unit should develop its own
Integrated Training and Workforce Development Plan
with partner agencies which sets out to meet the
government’s training targets for the sector workforce
set against National Occupational Standards.
Ongoing
Network &
liaise with
partners
Network and
liaise with
partner
agencies in all
sectors.
SSTM &
3 SS
Heads.
SUH
Senior
Managers
& SS Strat
Training
Manager.
A better integrated approach to
workforce planning & training across
sector.
A better integrated and qualified
workforce in line with government
targets set out in, ‘Integrated and
Qualified’ (2004)
13.4
Ongoing
20
DRAFT
13.5
A positive beginning has been made by the Council in
response to the national agenda set out by the
government for a new and integrated approach to the
delivery of Children’s Services. Early indications are
that the Council will move towards the development of
multi-agency teams for Children’s Services. The
Council needs to ensure that it continues to build on and
enhance these plans by working in partnership with all
agencies, statutory and voluntary, in order to produce a
long term strategic vision to have integrated services in
place by 2008.
Workforce
Planning/
Developme
nt Group
established
by Dec
2004.
Produce
report with
recommen
dations by
July 2005.
21
Establish a
multi-agency
Planning/Dev
Group to work
on
Occupational
Standards in
preparation for
Sector Skills
Council’s
Report and on
workforce
planning.
Poole PCT
Workforce
Developme
nt
Specialists
Borough of
Poole
Poole Hosp
DHCT
Connexi
Ons
WDC
Bmth Univ
Bmth &
Poole
College of
FE
Children and young people are more
effectively protected.
Improved accountability of different
professionals for the safety and
welfare of children and young people.
DRAFT
13.6
13.7
13.8
Objective
Time
Frame
Actions
Lead
Person
Outcomes
Develop partnerships with the voluntary sector to
increase the number of volunteers aged 55+ who can
support users and carers. Consider innovative ways in
which this volunteer workforce could be recruited,
selected and trained.
Ongoing
Identify
volunteers with
help of PCVS
Identify ways in
which
volunteers can
be used.
Involve
volunteers in
relevant
training.
Liaison with
Human
Resource
Departments in
NHS and
independent
sector.
SS Strat
Training
Manager.
Provide a better and more efficient
service to all users and carers in the
town across a range of services.
In partnership with health and other social care agencies
including the independent and voluntary sector, develop
inter-agency career paths for staff.
The Authority supported by its Personnel & Training
Unit, Trade Unions, and Senior Management agree and
implement planned Job Evaluation.
Ongoing
Ongoing
22
Liaison
required with
Personnel &
Training.
3 SS
Service
Unit
Heads.
Head of
PCVS.
Head of
Personnel
& Training.
SS Strat
Training
Manager
3 Service
Unit
Heads.
Trade
Unions
Head of
Personnel
& Training.
3 SS Unit
Heads.
Develop integrated job roles and
career paths across the adult care
sector.
Evaluate job roles within the Council.