Content

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:-

Note
the progress made with implementing the Sheffield Care Sector
Workforce Development Strategy Delivery Plan 2023-2026.
Notes
progress made with the development and implementation of the Health
and Care Academy in Sheffield, hereby named Sheffield
C.A.R.E.S.
Note
the progress to develop a Sheffield Adult Workforce Celebration
& Recognition Event in February 2025.
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.
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.
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.