Skills for Care Yorkshire and the Humber have successfully secured a JIP/ADASS bid to lead on the Workforce Programme in Yorkshire and the Humber

The Joint Improvement Partnership (JIP ) have approved the proposal for Skills for Care to lead on the Workforce Programme in Yorkshire and the Humber. This levers in substantial funds which will support a delivery mechanism through our sub regional partnerships.

Working to Put People First - the DH Strategy for the Adult Social Care Workforce in England launched in April 2009 outlines workforce issues at the heart of delivering on Putting People First. The vision is to develop a confident, enabled and well equipped adult social care workforce transforming services as set out in Putting People First, to enable people including those who are most disadvantaged or disabled to participate as citizens in society and take as much control as possible over their own lives.

The proposal will enable the four sub regional partnerships, who are currently delivering outcomes based on workforce development, to continue to deliver outcomes. These outcomes will meet the objectives of the original YH-JIP People Matter strategy, the education and workforce work-stream of the new JIP Commissioning and Personalisation Plan and the Working to Put People First, Strategy for the Adult Social Care Workforce.

These partnerships are made up of local authorities, private and independent sector providers, individual employers, people who use services, carers, and education providers.

Integration of HR and workforce development activities is woven into all work-streams and an additional work-stream has been added to focus on workforce planning. The proposal includes the recruitment / secondment of an officer to work with HR managers in LAs to support the requirements of social care transformation and disseminate learning across all LAs and the IPV sector.

The six key themes identified in Working to Put People First as priorities for people and workforce to deliver future services are as follows:

• The leadership of local employers in workforce planning whether in the public, private, or third sectors and of Directors of Adult Social services in their strategic workforce commissioning role
• Ensuring the right steps are taken to promote recruitment, retention, and career pathways to provide the many talents the workforce needs
• Workforce remodelling and commissioning
to achieve service transformation
• Workforce development
so we have the right people with the right skills
• More joint and integrated working between social, health care and other sectors
• Regulation for quality
in services as well as public assurance
• An additional work-stream of Workforce Planning to be added to work to achieve workforce transformational changes