The Sub-Committee received a presentation on workforce shortages across the Adult Social Care (ASC) sector which covered: (i) ASC recruitment challenges and pressures; (ii) growth and progression options for ASC workforce; and (iii) resource implications and impact on performance.   The main points of the discussion on this presentation summarised as follows:

The Sub-Committee:

·         Indicated that Zero hours contracts should have no place in the NHS or elsewhere as at the end of the day, a pressured, demoralised and casualised workforce will end up impacting on patient care.  However, it was acknowledged that there are benefits to zero-hour contracts as they can be a flexible option for both employers and workers. As (i) the employer does not have to give an employee any minimum working hours; and (ii) the employee does not have to take any work offered (e.g., some people choose not to have any guaranteed hours to fit care around the childcare around the school hours and want that flexibility). However, the Health and Social Care Sector should comply with the ethical Care Charter principle and offer people the right to have a fixed contracts where they were they wish.

·         Noted that there is no evidence that employees are leaving the Health and Social Care Sector because they are not getting offered contracts. Also, the Trust and its partners are having more discussion with those providers to look at what are the reasons for employees deciding not to accept the contracts that they have offered.

• Agreed that a workforce strategy is needed because:

                               I.        the growing population within Tower Hamlets and the increase in the levels of demand.

                             II.         The workforce does not fully reflect the local population.

                            III.        the current age of workforce is 45 or older

                           IV.        many people coming into social work are changing profession.

• Noted that the following recruitment strategies are currently in place (A) workforce dashboard recently developed to allow monitoring against all protected characteristics; (B) a three year career development plan for all newly qualified social workers recruited; (C) offering on average 15 placements to student social workers each year through partner Universities to provide a ready-made recruitment pool; (D) varying recruitment methods to include virtual recruitment events; and (E) the number of requirements which need to be met at application stage reduced so as to encourage applications.
• Noted that structural inequalities would be addressed by (1) talking to local community about barriers; (2) reviewing the current recruitment processes; (3) reviewing where and how posts are advertised; (4) providing simple guidance for people in local community on submitting applications, writing CVs and consider workshops around interview skills; (5) offer greater flexibility around work patterns – in line with needs of service; (6) providing coaching to support existing BAME staff to be successful in applying for higher level roles; (7) offering apprenticeships in social work and occupational therapy.
• Noted that for the Boroughs Care Homes and Extra Care (housing with care) face the following challenges (i) bank staff members are prevalent in the care industry providing cover because as referenced above they are usually, those who prefer to be able to work on a very flexible basis; (ii) using agency is proving to be too costly; (iii) it is difficult to recruit nurses in the sector; and (iv) whilst some staff are paid the London Living Wage (LLW) others are not and the cost of living crisis staff are asking for increase in their salaries to them .bring up to LLW.
• Noted that in terms of Homecare provision (a) the providers are commitment to Ethical Care Charter with all staff offered a guaranteed contract of 12 hours per week; (b) rising fuel prices and cost of living crisis has meant that more carers leaving the profession; (c) with the increasing complexity of people needing care especially from hospitals means that there is a need to develop the skill sets for care workers.
• Agreed that as the adult social care sector is under extreme pressure with the ongoing impact of Covid and a lack of resource across the sector which has left staff with a sense that they cannot deliver the high-quality nursing that they would want for those in their care.
• Agreed that the ageing population and many more people are experiencing multiple long-term conditions which has highlighted the recruitment and retention challenges that social care employers are facing
• Agreed that social care workers in Tower Hamlets are passionate and skilled professionals working across complex roles, something which was ever more evident in the Borough than during the pandemic. Therefore, it was felt that it is important to raise the profile of social care in communities and the opportunities available to people with the right qualities to build a rewarding, lifelong career in adult social care.

In conclusion, the Chair:

1. Thanked the officers for their presentation and all those who had participated in the discussions on this issue; and
2. Stated that he would like to receive an update next year on the progress being made to address workforce shortages within the adult social care sector.