APPENDIX A

HOME CARE TASK GROUP FEEDBACK

The meeting of 20 November 2003 identified some key areas which it was felt needed to be acknowledged and addressed when determining future process in the provision of home care and requested that a paper along these lines be produced in readiness for the Social Services & Housing Select Committee meeting in January 2004. Following dialogue between the Strategic Director of Social Services & Housing, the Portfolio Holder and the Social Services & Housing Select Committee Chairman, the timescale for the paper was repositioned to be debated at the Select Committee meeting in March 2004.

The number one priority to ensure a responsive workforce is in place to meet the assessed needs of users centres around the recruitment and retention of staff within the overall direct care provision sector. It is generally acknowledged that both in house and external providers are experiencing similar and consistent trends in ensuring that a responsive workforce is available. This is due to these specific issues: -

1. Difficulties in the recruitment and retention of staff

§ The care profession is having to compete with an increasing number of retail outlets in offering employment to the same potential group of staff.

§ The same situation exists in the ever extending holiday trade.

§ Elements connected to the Supporting People programme has again made staff switch to this form of employment rather than remain in a profession which has swung dramatically towards the intensive home care side.

§ It has been more difficult for the Isle of Wight to recruit in an across Authority manner due to the difficulties encountered in an Island environment.

2. Reasons for staff turnover

The in house service has made good use of the departure interview process to determine the reasons why individuals have left the employment of Wightcare Services. These show that a variety of reasons apply: -

i. 26 staff left in the first six months of the financial year 2003/04. Of these, 3 retired, 2 failed their probationary period, 3 were made redundant because their long established contracts identified that they would work specifically during periods of the week where there was no longer a need for care to be provided, 1 staff member transferred to a different part of the Directorate and 1 was redeployed.

ii. There were 16 resignations and the reasons give for these were: -

§ 10 moved to other related care roles

§ 3 decided that they did not “like” the changing nature of the role to accommodate intensive care needs

§ 2 changed to working in different environments

§ 1 left on maternity grounds (also intimating she would not be returning to work)

These issues have been conveyed to Sandy Weller, Head of Services for Adults who is currently working in conjunction with Gillian Baker, the Commissioner of Services, to ensure that this information is utilised to the full and is reflected in improving and amending contracting processes which will be clearly specified and need to be continually reviewed. It is envisaged that when this process is concluded, care

providers will be afforded block contracts for specific areas of care provision which will enable them to recruit a more responsive workforce as it should be possible to offer guaranteed hour contracts and more competitive rates of pay and enhancements. This should then ensure that service users’ needs are met to the optimum level. As soon as this process is concluded, tenders will be raised and existing and new care providers will be given the opportunity to bid so that the awarding of the contracts is concluded in lines with existing statutes.