Agenda item

The Strategic Director of Social Care and Education submits a report to summarise the current position for the workforce that supports Adult Social Care in Leicester. In recognition of the importance of a skilled and sufficient workforce to support the current and growing needs of our local population a commitment to have a local strategy in place has previously been agreed.

The Director for Social Care and Education submitted a report to summarise the current position for the workforce that supports. Adult Social Care in Leicester. In recognition of the importance of a skilled and sufficient workforce to support the current and growing needs of our local population a commitment to have a local strategy in place has previously been agreed.

Cllr Dawood introduced the item, noting the ongoing consultation for 2024 and highlighting the role of employment hubs in supporting the care workforce. Concerns were raised around retention, particularly among those under 25 and over 60. The need to overcome challenges in attracting people to the sector and responding to increasing demand was emphasised.

The lead Commissioner for Adult Social Care presented the report. It was noted that:

• A consultation on a draft strategy had taken place in May 2024. The results of the consultation had been considered and were reflected where appropriate in the final strategy.
• In July 2024, further to local planning, a workforce strategy for Adult Social Care in England was launched.
• The previous headlines for strategy had made it easier to engage with national partners.
• Social care was not only a vital form of support for people and their carers, but also a significant contributor to the economy, contributing annually an estimated £60 billion to the National economy
• Whilst Leicester may perform slightly better in attracting and retaining staff, the vacancy and turnover rates were still not where we need them to be.
• Several other challenges were noted, including those associated with the make-up of the workforce. In 23-2024 the majority (77%) of the workforce in Leicester were female, and the average age was 41.3 years old.
• Workers aged under 25 made up just 10% of the workforce and workers aged 55 and above represented 19%. Given this age profile approximately 2,500 posts will be reaching retirement age in the next 10 years. The total number of posts in Leicester was around 15,450 in 2023/24.
• The local workstreams were aligned to the strategy’s objectives and included contributions from the Workforce Oversight Group, Skills for Care, Inspire for Care, and the East Midlands Care Alliance. Although the oversight group had been active, it was noted there had not previously been a formal strategy underpinning its work.
• The Leicester Social Care Development Group and the Employment Hub were referenced as key partners supporting the workforce.
• Two delivery plans covering both internal and external workforces were in place, with common themes identified to enable better alignment and shared benefits.
• A programme of international recruitment was underway, supported by additional funding. It was acknowledged that some overseas workers faced challenges when employment did not go as planned. Support services had been developed to assist displaced workers with alternative employment, housing, and benefits.
• A case was highlighted where a displaced international worker had passed away due to COVID-19, and support was offered to the family. It was confirmed that work was ongoing to monitor providers and prevent exploitation, and this was described as a strong and positive initiative.

In response to questions and comments from Members, it was noted that: 
 

• Members asked for further detail about Inspire to Care, including whether there was a cost and what the commissioned support for providers looks like. It was noted that a post was funded within the team at an on-cost of approximately £80,000.
• There was a strong call for clarity on career progression, with members noting that the "pipeline, pathway, and progression" (PPP) elements were not clearly evidenced in the report. It was suggested that future reports should show how career pathways are being developed and implemented.
• Members highlighted that engagement with independent and private providers is often more complex due to the competitive nature of the market, but that greater collaboration on shared career pathways including apprenticeships and leadership development would be beneficial across the sector.
• Careers education in social care should begin earlier, at school age (14–15 years), so young people are aware of the full range of roles in the sector, not just what they see in family care settings. Universities have a role, but early awareness and entry-level opportunities were seen as key to long-term attraction.
• The Social Care Academy was welcomed as a positive initiative. Members suggested it be added to the Commission's future work programme for ongoing updates as the initiative develops.
• It was emphasised that Personal Assistants (PAs) employed via direct payments are often left out of workforce strategies. Members stressed the importance of recognising PAs as a core part of the care workforce and ensuring career development opportunities and access to resources such as Skills for Care are extended to them. Officers responded by acknowledging the gap and confirming that work had begun on creating a PA database. There was a commitment to improve oversight of the PA market and ensure their inclusion in delivery plans
• Concern was raised about the continued prevalence of zero-hours contracts in the adult social care sector. Members noted this model does not meet the needs of younger workers and called for a shift towards annualised or standardised hours to improve job security while maintaining flexibility. It was noted that forthcoming government legislation to abolish zero-hours contracts may force change.
• Members expressed alarm that 63% of the adult social care workforce (approx. 10,000 out of 15,500) do not currently hold a qualification in social care. This represents a significant decline from previous figures and raised concerns about workforce readiness, quality, and the capacity to meet increasing demand.
• The lack of direct input from frontline care workers was seen as a serious issue. Only 38 staff had responded to a recent consultation, which undermined the ability to understand their experiences, job satisfaction, and reasons for leaving.
• While it was acknowledged that the local authority engages with providers through forums, contract management, and MCARE, members called for improved mechanisms to hear from staff directly such as exit interviews, satisfaction surveys, and feedback via quality assurance processes.

AGREED:  

• The Commission noted the report.
• A future update to the Commission on how efforts to consult directly with the workforce and providers are progressing.
• The Social Care Academy be added to the work programme.