Meeting documents

To receive the update.

The Somerset Health and Wellbeing Board noted the progress made by the People Board and its delivery measured against the ICS People Plan, and agreed that future reporting arrangements will be made through the Integrated Care Partnership (ICP).

Chris Squire, Director of Customer and Digital Workforce for SCC, introduced the topic, noting that he is also the Chair of the ICS People Board, a productive group with inclusive representation from primary care, secondary care, acute care, and the community and voluntary care sectors that deals with workforce initiatives.  They will now move into the ICB as far as activities and reporting arrangements.  Jane Graham, System Workforce Programme Manager-Health and Social Care and also the workforce lead, then made the presentation on the "ICS People Plan Update for Health and Wellbeing Board Somerset for Health and Social Care".  The slides touched on what the People Board is and their responsibilities, their achievements in 2021-2022, their priorities for 2022-2023, their focus on the ICS Colleague Health and Wellbeing Programme, their purpose/vision/key objectives, their 10-point plan, and their focus on social care.

The Board then discussed the presentation; appreciation was expressed for the very comprehensive presentation, and it was asked if the Prevent Programme for Women’s Health could be expanded to teenage pregnancy and substance abuse as those can be life-changing and need prevention.  It was responded that the programme involves the health of the workforce, meaning people of working age, for which there has been an £800,000 investment from the NHS, which includes training of management in order to help the workforce.  It was pointed out that 16-17 year olds also make up part of the workforce, but it was felt that there are specific programmes for teenagers outside of this initiative. 

Another member noted with respect to the 10-point plan that it would be helpful to understand where it had failed and where assistance could be offered, in order to aid recruitment and retention of staff; it was replied that there are programmes for young people, return to the workforce, and career change, but there is still a need to work on recruitment.  This is due to a very tight labour market and the need of many young people to explore their career options before deciding, and there are many leavers needing to be replaced every year due to issues with pay and career progression.  It was enquired that since pay is not the only issue, what else is being done in this area; the response was that with the significant increase in the cost of living, pay matters a great deal, and as a result all social care providers are having problems recruiting and retaining since there are other job options that pay more.  There is a need to work together across the system; Yeovil Hospital Foundation Trust does great work on overseas recruitment, and the People Board has begun collaborating with them.  It was added that a pilot for international recruitment is being looked at for one of the biggest social care providers, while last year one of the Board’s achievements was obtaining funding for a talent hub operated by Somerset Foundation Trust; this would enable the coordinated recruitment and development of talent which would then be deployed where necessary.  The trial program includes a reservist scheme, for those who can commit to working up to 20 days per year.

It was opined that there is a need to improve how people value social care and social work, and to look at it in a different way.  It was responded that there is indeed a perception issue, so the ‘fun’ side of social care and its apprenticeships/careers is being promoted; ‘Proud to Care’ branding is a big part of the strategy.

Great interest was expressed in the Passport to Care, and it was asked how students studying health and care moved into the various specialisations in the field; do they ‘fall into’ it, or do they choose it and enter into specialities like hospital work?  It was replied that the programme is currently in its early stages; the primary idea is to target Chard, Crewkerne and Ilminster for recruitment.  As it is a new pilot, the data requested will be known later on, but the People Board would be happy to give a future update.  Mel Lock, Lead Commissioner-Adults and Health, stated that they are going into colleges and talking to students about social care; they don’t have a breakdown of who ends up working in the field or in which sector though.  The challenge is that there is a ceiling on the number of young people in Somerset, which has an older demographic, which influences the number of those who want to work in the care system.  It was added that a nursing degree programme has been set up to start in September at Bridgwater and Taunton College, as well as a social worker degree programme that has been running for three years at Yeovil College; there is also exploration on converting Bridgwater Hospital into a health and social care training centre.

The Somerset Health and Wellbeing Board noted the progress made by the People Board and its delivery measured against the ICS People Plan, and agreed that future reporting arrangements will be made through the Integrated Care Partnership (ICP).