caremark conference 2015

Welcome to the Caremark Conference 2015

Agenda• Opening Address

• Annual Review 2014

• International Update

• Consultative Group

• Working Through Change

Coffee Break

• Managing Growth

• UKHCA

• Group Photo

Lunch & Networking

• Discussion Groups

• Attracting Care and Support Workers and Clients

• Charity Bike Ride

Coffee Break

• Winning Tenders

• Discussion Group Feedback

• Building (and keeping) your most valuable business asset

• Carer Retention

• Care Worker of the Year

• Closing Address

Annual Review 2014Anne O’Rourke

2014: A Year of Change & Challenges

2014: A Year of Change & Challenges

• Holiday Pay

• Auto enrolment

• New Care Workers’ Agreements

• New suppliers

• The Competency Framework

• New franchisees and team members

Communication & Engagement

41% private client revenue

27% increase in total hours

86 offices in 6 regions

3500 Care & Support Workers

84,000 hours delivered p/week

5500 clients

ChelmsfordBradford GalwayBarnsleyCheshire

NorthEast

CheshireWest &Chester

LeedsKildare North

Mid SussexHarrow Leicester Luton

NorwichNew Forest WalsallNorth

Down & Ards

Redditch Slough

West BerksWelwynWaltham

Forest

West Oxfordshire

Worthing

Bromley KingstonWokingham & Bracknell

3000+

Aylesbury & Wycombe

Redcar & Cleveland

4000+

East Riding

5000+

New franchisees

• Steven and Vyji Gardiner (Eastbourne)

• Sarah Massey & Phil Mason (Mansfield)

• Peter Zhang (Maidstone)

• Bipin, Daksha and Ravi Patel (Croydon)

New franchisees

• Mike French (West Dorset, Weymouth and Portland)

• Buki Onabolu (Hounslow)• Mark Terry & Nick Martin (Waverley)• Duncan Smith (Kirklees)

New look Support Team

National Support Manager

Liz Bosley-Sharpe

New Head Office team members

• Rebecca Green

• Katie Rose

• Paul Taylor

• David Glover

• Natasha Dunk

• Nicky Homewood

Franchisees of the Month 2014

• Coventry

• Walsall

• Cheshire North East

• Redditch & Bromsgrove

• Newcastle upon Tyne

• East Riding

• Merton

• Wokingham & Bracknell

• Kingston

• Worthing

Award Finalists

• The bfa HSBC Franchisee of the Year Awards – Olderpreneur category – Charles Folkes• The North Downs Best New Business Awards – Richard & Emily Magrath• The Laing & Buisson Independent Healthcare Awards – Julie Parsons• Great British Care Awards - Helen Mathie (Cheshire North East) for Home Care Registered Manager• Great British Care Awards - Aimee Hammond (Solihull) for Care Co-ordinator• Great British Care Awards - Marie Egginton (Redditch & Bromsgrove), Home Care Manager• The Sussex Business Awards – Anne O’Rourke

Award Winners

• NASHiCS Award for Learning & Training – Lynda Godding• Most Outstanding Healthcare Executive in the UK 2014 – UK Over 50s Housing

Awards – Lynda Godding• Norfolk Care Awards – Motivational Leadership Award – Julia Andrew, Care

Manager (Norwich)• Great Sussex Bathtub Race - Caremark team paddling to success for charity!

Social Media

Facebook LinkedIn Twitter

60%increase in

fans

848%increase in followers

158%increase in followers

Communication & Engagement

“The single biggest problem in

communication is the illusion that it has

taken place”- George Bernard Shaw

Consultative Group

2015 Schedule

• Mid-year Meeting– July 15th

• Regional Meetings– Mid April, Late September & Early December

• Consultative Group– April 29th, June 21st & October 14th

• Milestone Group– March 27th, June 19th & October 16th

• Platinum Club– May 5th & October 6th

Communication Survey

• More information on the industry and care legislation in the newsletter

• More informative subject lines for Head Office announcements

• Share more marketing ideas with the network

• No crosswords!

Marketing Forum

Communicate Every time & Everywhere

Community

Peers

Caremark Ltd

UKHCA

Staff

Engage with your service

“The most important step for improvement

is to acknowledge where the

improvement is needed”

Engage with your service

• Safe

• Effective

• Caring

• Responsive

• Well Led

• Stick to the System

“Being challengedin life is inevitable,

being defeatedis optional”

- Roger Crawford

International UpdatePhil Mason

Caremark (Malta)Mari Collyer

The Caremark (Malta) Journey

• Cultural acceptance of home care concept

• Determining the correct pricing structure

• Building a good workforce

• Advertising and PR to establish awareness

2012

Set up office in Malta

2013

Witnessed many challenges

2014

Starting to yield positive outcomes

A year of growth

Hours per week 100 800

6 16

0.5 1

0 1

Care & Support Workers

Field Care Supervisors

Care Co-ordinators

20142013

Opportunities for 2015

• Partnerships with public and private entities (agency contracts with government and private and NGOs entities)

• Continued structured / creative advertising and PR activities to promote homecare services

• Care services for tourists

Care services for tourists

Approximately 1 million tourists visit Malta each year

We all work with hotels to enhance the holiday experience of any tourist who needs help and support

600ktourists over

50

60%from UK or

Ireland

227ktourists over

65

Challenges for 2015

• Securing adequate workforce

• Following a regulated, accredited system despite the lack of national regulatory requirements

• Secure optimal standards in absence of national regulatory structure

Caremark (Ireland)Paul Boucher

Highlights from 2014

• New franchisee opened for business in July 2014 – first client in September. Making good progress with local community groups and raising local awareness

• Now operating two company owned offices, sorting these out was challenging

• Caremark (Ireland) growing support team –new role added ‘Assistant Support Coordinator’

Highlights from 2014

• Increased national media coverage including:

– Editorial in Sunday Mail ‘Home Help’ Supplement

– Ten week local advertising campaign across four territories (new business/recruitment)

– Profile in Sunday Times on Caremark since July 2012

Highlights from 2014

• Increase in local marketing initiatives by franchisees engaging with local community groups such as the Irish Countrywomen’s Association, Football Clubs, Parish Centres, etc.

• Partnership with Meagher’s Pharmacies throughout Dublin South (covering three territory areas)

Highlights from 2014

22%national growth in

weekly hours

1new franchise office opened

40%growth in hours

since 2012

Plans for 2015

• Continue to develop network and increase the number of franchisees

• Digital Marketing Strategy - Website is being revamped, Google AdWords, Facebook and SEO – already delivering positive results

• Continue to support franchisees in the delivery of excellent care and support

Plans for 2015

• Develop private business referrals

• Continue to broaden referral sources –disabilities, children’s services, older persons services

Consultative GroupColin Evans

Objectives

• The aim of the Consultative Group is to give:

– each region a voice through an elected representative

– direct access to Kevin Lewis and Anne O’Rourke

What is Consultative Group?

• We meet quarterly to discuss your concerns and share ideas

• Identify any possible challenges and threats to your business in the coming year

• Your selected representative sits for 12 months, then up for re-election in January

• All meetings are minuted, which are then circulated to the region

Working Through Change

Lynda Godding

Legislation

FocusStandards

Training

Change

Changes

• April 2015oNational level of care and support

oCare and support to be more consistent across the country

oNew support for Carers

oDeferred payment agreements

• 2016oMore financial help

oMore people to benefit

oProtection from unlimited costs

What? When?

Reasons for change

• People are:

Living longer

Having a better quality life

Needing different care and support

Care and Support

• Getting out of bed

• Washing

• Dressing

• Cooking meals

• Getting to work

• Seeing friends

• Caring for families

• Being part of the

community

• Emotional support

Paying for Care and Support

• Deferred payment agreement

• Council support

• Cap on care costs

• Registration from 2016

Carer’s Assessments

• Eligibility

• Factors the assessment will consider

Regulatory Changes

Change of Standards

Essential standards of quality and safety

Fundamental Standards of Quality and Safety

April 2015

The Health and Social Care Act 2008 (Regulated Activities) Regulations 2010

The Health and Social Care Act 2008 (Regulated Activities) Regulations 2014

Standards

Essential standards of quality and safety

Fundamental Standards of Quality and Safety

16 regulations

11 regulations

Changes in Focus

• Inspecting Care Services and getting to the heart of the business

• Recognising dementia and understanding how it affects your community

• Quality of Workforce and their commitment to delivering the highest standards

5 Key themes of inspection

• Is your service

o Safe?

o Caring?

o Effective?

o Responsive?

o Well led?

Key Lines of Enquiry

National Initiatives

• Dementia Friends

• Dementia Friends Champion Run Dementia Friends information

sessions Try to reach around 100 people Effectively communicate about dementia Enjoy meeting people in the community Have access to the internet and be

willing to record the number of Friends you reach by the website

Set up information sessions in workplaces and your local community

Be enthusiastic about Dementia Friends Voluntarily attend a days training

10 Point Dignity Challenge

• Have a zero tolerance of all forms of abuse • Support people with the same respect you would want for yourself

or a member of your family • Treat each person as an individual by offering a personalised service • Enable people to maintain the maximum possible level of

independence, choice and control • Listen and support people to express their needs and wants • Respect people's right to privacy • Ensure people feel able to complain without fear of retribution • Engage with family members and carers as care partners • Assist people to maintain confidence and positive self-esteem • Act to alleviate people's loneliness and isolation

A Promise to Keep

Quality people, quality care

The Employer Commitment

is a promise to:• Recruit staff who care• Provide thorough training• Help staff develop their skills• Make sure staff understand safety and quality

standards• Take responsibility for how staff work• Supervise staff properly• Support staff who put their commitment into

practice every day

The Commitment from Staff

is a promise to:

• Work responsibly

• Uphold dignity

• Work co-operatively

• Communicate effectively

• Protect privacy

• Continue to learn

• Treat people fairly

Resources

Providers Profile

• NHS Choices

NHS Choices Website

Organisation Initiatives

"The nutritional and hydration needs of service users must be met“

• Caremark Health and Wellbeing Initiative

28th February 2014

Changes in Training

• The Care Certificate

Implementation for all providers

September 2015

Official Launch

March 2015

Soft Launch

January 2015

Care Certificate Standards

1. Understand Your Role2. Your Personal

Development3. Duty of Care4. Equality and Diversity5. Work in a Person

Centred Way6. Communication7. Privacy and Dignity8. Fluids and Nutrition

9. Dementia and Cognitive Issues

10.Safeguarding Adults11.Safeguarding Children12.Basic Life Support13.Health and Safety14.Handling Information15.Infection Prevention

and Control

Training Requirements

• Train the Trainer People Movers

• Train the Trainer First Aid

http://medtree.co.uk/CML10

Other Training

Webinars

Managing GrowthKris Darnell & Daniel RhodesCaremark (East Riding)

INSPIRING PEOPLE TO DO GREAT THINGS

“Our mission is to achieve greatness in the provision of domiciliary care”

The Caremark (East Riding) Structure

MANAGING DIRECTORS

CARE MANAGER

FINANCE DIRECTOR

COMPLIANCE MANAGER SENIOR FCS - EAST SENIOR FCS - WEST TRAINING MANAGER

X5 CARE COs (F/T) X3 FCS (F/T) X3 FCS (F/T) APPRENTICE

X250 CSWs

PUBLIC RELATIONS OFFICER

FRONT OF HOUSE (RECEPTION)

ADMINISTRATOR

Business Breakdown

Increase In Business Hours – 854.85

Company Target 2016/17 – 10,000 Domiciliary

Care Hours Per Week

Domiciliary Care

HRS Total Weekly Hours

WKC 4/8/2014

4267.30 (Bookings 4819)

280(Bookings 180)

4547.30Bookings4999)

WKC 15/12/2014

5166.15(Bookings 6311)

236(Bookings155)

5402.15(Bookings6466)

Key Performance Indicators

• Recruitment

• Retention

• Growth

• Compliance

• Missed Calls

• Permanent Allocation

FCS On-Call Process

• X2 Groups of Four FCSs (East x4) & (West x4)

• Each FCS works Alternate Weekends (Buddies)

• X1 weekend in four – (Call Monitoring 7am -14:30pm & 14:30pm –10pm)

• X1 week in 8 – (Call Monitoring 5:30pm – 10pm)

• On Call for all areas, Call Monitoring, FCSs and Office out of hours

• As the business grows additional resources will be implemented which will be integrated into the on-call process

Next 2 Years

Outstanding CQC Star

Rating

Hull City Council Tender

Structured Growth

EYRC Extra Care Housing

Tender

New Staff Resources

Diversification

Grass Roots PR

Network Support

The Caremark (East Riding) Structure (10,000) Hours Per Week

MANAGING DIRECTORS

CARE MANAGER

FINANCE DIRECTOR

COMPLIANCE APPRENTICE

SENIOR FCS - EAST SENIOR FCS - WEST TRAINING MANAGER

X8 CARE COs (F/T)

X4 FCS (F/T) & (P/T)

APPRENTICE (EAST AREA) X250 CSWs

PUBLIC RELATIONS OFFICER FRONT OF HOUSE (RECEPTION)

ADMINISTRATOR

FINANCE CLERK

COMPLIANCE MANAGER

FINANCE APPRENTICE DEPUTY MANAGER

TRAINING APPRENTICE X4 FCS (F/T) & (P/T)

APPRENTICE (WEST AREA)

Achieve our 10,000 Hour Benchmark

• Identify the mechanics of the business = Growth– Recruitment requirements and deployment

• Informing staff of your findings and implementing changes

• 31 staff per month on average required to achieve 10,000 hours, 525 total staff. Current average induction class 22 per month

• The growth jump can take 3-6 months to take full effect once the foundations are in place

Cash Flow Management

• The most important part of the business…

• Aged debtors implementing daily bank reconciliations Working with up to date information

• Introduction of reserve account

• Interest free overdraft • Strength to the balance sheet• Corporation tax • Reduced borrow rate and general bank charges• Safety net

Cash Flow Management Cont.

• Future projects identified i.e. Hull Tender

• Maximising profitability

• Constantly challenging the profit and loss account – Examples of savings;

• Insurance £3,000

• Postage £9,600

• Control Graham’s Spending!

Growth Hurdles

• Auto enrolment – Pensions – Experience in the financial sector i.e. accountant to identify and solve

potential issues

• Constant demand on resources ‘CASH’ – Cannot pay bills with profit!

• Adapting the business to growth changes – proactive not reactive!

• Future– Environmental credentials

• Employee Self Service portal

– Future cost saving and growth strategy is constantly worked on to achieve our ultimate goal 10,000 hours +

Final Thoughts

• Follow the Caremark model

• Align your business with Policy change CQC

• Utilise the support networks available

• KPIs

• Provide excellent quality care

• Value your staff

• With all these mechanics the business organically grows

@colintwangel@ukhca

The professional association for homecare providers

The Care Act 2014 and current issues in homecare

Colin Angel, Policy and Campaigns Director

December 2014

@colintwangel@ukhca

Demographics: 15% population increase(Most growth is people >=60 years)

0

5

10

15

20

25

2012 2017 2022 2027 2032 2037

Millions

60-74 years 75-84 years 85 years and above

National Population Projections 2012

@colintwangel@ukhca

Projected increase in number of older people paying for support

0

50

100

150

200

250

300

2010 2015 2020 2025 2030

Th

ou

san

ds

Data from Laing Buisson / Institute of Public Care

@colintwangel@ukhca

Future demand for adult social care for people aged 65 years

33 per cent of men and 15 per cent of women will never need formal care

19 per cent of men and 34 per cent of women will need residential care

48 per cent of men and 51 per cent of women will need domiciliary care

only

@colintwangel@ukhca

What’s in the news?

>100 days to General Election

UKHCA about to publish a “manifesto”

Hot ticket election issues:

The economy (Conservatives);

Health and social care (Labour);

Devolved powers (Scotland/Wales; England’s cities/Regions)

Keeping people out of hospital / reducing winter pressures

UKHCA talking to an anxious Department of Health

Opportunities to provide services to struggling Trusts

CQC has new powers, is better respected & more publicity

@colintwangel@ukhca

CQC Inspection and Quality Ratings

New inspection methodology underway

More specialist inspectors and use of “experts by experience”

More notice of views of people who use services and workers

New provider information returns to be completed

New handbooks to explain characteristics of 5 questions

Is it… safe, effective, caring, responsive & well-led?

All services will get a rating from now on

“Outstanding”, “Good”, “Requires improvement”, “Inadequate”

“Special measures” regime for failing providers

@colintwangel@ukhca

CQC Market Oversight for Provider Failure

Collapse of Southern Cross caused distress to residents and

embarrassment to Government

From April 2015, CQC operate a new regime to detect

failure of large & “difficult to replace” providers

Largest care home and homecare providers to be subject to

additional financial scrutiny by CQC

Ensure providers take remedial action to remain in business, or

Exit market without risk to residents and service users

Councils remain responsible for managing local failure

@colintwangel@ukhca

CQC Market Oversight for Provider Failure

Homecare:

a) >30,000 hours/week,

or

b) >2,000 people

receiving care, or

c) >800 people receiving

an average of 30

hours/week

Residential:

a) >2,000 beds, or

b) 1,000 to 2,000 beds,

and either:

i. >16 local authority

areas, or

ii. >10% market share

in 3+ authorities

Special arrangements for very hard to replaceproviders who don’t meet above.Individual franchisees are unlikely to meet the threshold.

@colintwangel@ukhca

Much greater public focus on the homecare sector

Workers’ terms & conditions:

Championing registration of the workforce in all UK admins

Defending the ethical use of zero-hours contracts

Addressing compliance with NMW, including new case-law

Worker recruitment:

Ability to recruit sufficient workers with the right values

Impact of the benefits system on workers’ availability

Public perception:

Adverse media coverage largely caused by state-funded care,

but also affects the self-pay market

Need to generate ‘good news’ about effective high-quality care

@colintwangel@ukhca

What’s wrong with local authority contracting

Continued downward pressure on rates

Use of unsustainable maximum prices in tenders

Impact of travel time:

15-minute visits are 14-16% of all purchase

Polarisation in local markets:

Either: reduced numbers of “approved providers”

Or: Volume fragmented across large framework agreements

@colintwangel@ukhca

UKHCA’s Minimum Price for Homecare

UKHCA publishes a

Minimum Price for Homecare

February 2014

BBC Radio 4 finds:

97 of 101 councils pay prices

below £15.19/hr

Average minimum rate

£12.26/hr

Minimum price updated

£15.74/hr for 2014-15 NMW

@colintwangel@ukhca

Principles behind ourMinimum Price

Fees calculated solely by reference to “contact time”

Workers receive flat-rate NMW for all “working time”

Contact time

Applicable travel time (and reasonable travel costs)

Supervision and training

Provider can cover:

NI, pensions, training and holiday pay

Reasonable operating costs

Acceptable profit / surplus

@colintwangel@ukhca

How UKHCA’s minimum priceis calculated (2014-15 rate)

Contact time£6.50

Travel time

£1.24

Travel costs

£1.40

Pension,

training, holiday,

NI

£1.88

Running the

business£4.25

Profit / surplus

£0.46

Minimum Wage: £6.50

Travel time/hour: 11.4 min

Travel distance: 4.0 miles

Mileage rate: £0.35/mile

National Insurance: 9.5%

Holiday Pay: 12.07%

Training time: 1.73%

Pensions: 1%

Gross margin: 30%

@colintwangel@ukhca

How can you use UKHCA’s Minimum Price and our FOI?

Support discussion with local

commissioners

Send to local councillors

asking why council paying

below UKHCA’s rate

Use UKHCA’s Costing Model

to calculate your actual costs

www.ukhca.co.uk/CostingModel

Challenge council to open-

book costing exercise

@colintwangel@ukhca

The Care Act: Market shaping

To engage with stakeholdersto develop an

understanding of supply and demandand to

articulate likely trendsthat reflect people’s evolving needs and aspirations,

and (based on evidence)

to signal to the market

the types of services needednow and in the future to meet them, encourage

innovation, investment and continuous improvement

Department of Health (2014) Care and Support Statutory Guidance

@colintwangel@ukhca

How will market shaping affect providers?

A win-win opportunity for closer working with local council

Councils will want to know more about local self-pay market

Councils need to be better at advising/directing self-funders

Councils may identify specific workforce development needs

Training for independent/voluntary providers could be made

available to meet identified needs

Changes to eligibility, pressure on council budgets and

increase in choice and control

More people will be self-funding or receiving a direct payment

Councils need to know where to direct them to

@colintwangel@ukhca

Information and advice content

Duty placed on local authorities to ensure the availability of

information and advice services for all people in their area

How to access the care and support

Types of care and support available locally

Choice of care providers available locally

How to access independent financial advice

How to raise concerns about safety or wellbeing

@colintwangel@ukhca

Being visible to users, including self-funders (Approved lists & NHS Choices)

Greater council responsibility

for information & advice,

including self-funders

Government added all social

care providers to NHS

Choices website

Providers encouraged to

update their free profiles

Some councils developing

other on-line portals

You need to know which ones

“Approved lists” (should)

become less significant

@colintwangel@ukhca

New Opportunities from the Care Act

Services aimed at prevention such as the different forms of

intermediate care

Independent advocacy

Personal budgets and direct payments

New services as a result of integration

Delegation of local authority functions

@colintwangel@ukhca

How to contact me

Website:

www.ukhca.co.uk

E-mail:

policy@ukhca.co.uk

Telephone:

020 8661 8152

Twitter:

@colintwangel and @ukhca

Discussion Groups

Attracting Care and Support Workers and

ClientsKevin Lewis

What is Indeed?

• It is a recruitment search engine

• It is a Pay Per Click system (a bit like eBay)

• It is highly optimised

• Head Office is currently spending £50,000 a year on this campaign for the network

Tips to maximise applicant enquiries

• Physically delete every job on the Caremark site once a week preferably on a Friday

• Re-post every job after you have deleted it• Make sure that you have written content in the appropriate

boxes to contain keywords• Benefits and additional information fields can be used to

write keywords in• Re-post all jobs. E.g. ones for CMs and FCSs. We’re not

sponsoring them but they will get free traffic• You can also post jobs for Care Assistants • You want 6 carer job roles advertised on the site at any one

time. (3 Care Assistant and 3 Care and Support Worker)

What not to do

• Don’t advertise on sites that compete with the Head Office campaign

• Two sites that are negatively affecting the Head Office campaign at present are: – Careworx– Care and Health Jobs

• Registering an individual Indeed account yourself

Why not?

• Because they have accounts with Indeed too• They post jobs on Indeed on your behalf that are the same as the

ones we are posting, unnecessarily competing with our ads

The Future of Caremark & Indeed

We are considering only including offices that meet certain compliance indicators

For example:

• Advertising with job boards that compete with our campaign or using their own Indeed account

• Providing feedback

• KPIs

What does Thomson Local do?

• Update search engines with local listings of offices and contact details

• Update in the region of 400 directory websites with your details e.g. yell.com

• PPC to generate more client referrals

How is it working so far?

• Started end of December

• Still early days but adverts for Caremark offices are appearing

• Organic listings of offices are increasing

• (Need to implement telephone tracking / is it ok?)

Both Thomson and Indeed campaigns are very much still trials

Maximise the benefit by working together!

We need your feedback!

Charity Bike RidePhil Mason

& Graham Precious

CHARITYCHALLENGE

The

“JOGLE”

John O’Groats

To

Lands End………..

……….On a bike!

About 1000 miles…….

………..in 10 days

Why?

• For charity!

• For great PR!

• To get fit!

• To test ourselves, and achieve!

Who For?

2 Charities

•Alzheimers Society

•TBC

How Much?

£50,000 MINIMUM!

When?

Tuesday 8th – Thursday 17th

September

(plus travel either side)

What’s Involved?

From this…….

………..to this!

What’s Involved?• A ‘riding’ team and a ‘support’ team

• A commitment to attend strategy meetings and training weekends

between now and the event to assess peoples’ fitness progress and be

‘ride ready!’

• A commitment to train and follow nutritional guidance in your own time

• A commitment to contribute a minimum amount of sponsorship towards

our target total

• A commitment to have FUN doing this!

Who can get involved?

Any of you!• 12-14 people for the full distance (anyone

wishing to do a leg or two would be more than welcome!)

• A team to support with transportation and kit transfer between stops, repairs (to bikes AND riders!), nutrition and hydration, photography and PR (daily diary?) etc

• Sponsorship and encouragement!

I’m interested! What next?

• Have a think about what you can offer and whether you can commit to everything that’s involved.

• Talk to us today or anytime over the next 2 weeks

• Email phil.mason@caremarklimited.co.uk, or graham.precious@caremark.co.uk by Friday 13th February, with what you can commit to, and we’ll be in touch !

Winning TendersAnne O’Rourke

Bid Writing Services

Alexander Venture

Consulting

Bid Writing Services

• Review & Analysis

• Tender Proposal Writing

• Tender Management

• Coaching

Discussion Group Feedback

Building (and keeping) your most valuable business asset

Charles Folkes

Culture

Learn

Communication

Recruit (effectively)

Train

Feedback

"Janet is great, she is really good at making you feel welcome and I really enjoyed the 3 days

induction. The whole process from the interview with Michala the induction and the online

training has ran smoothly also all the staff have been available to answer any questions. I have had a really positive and supportive experience, so thank you so much. I'm really looking forward

to the rest of my training”

Support

Develop

Add value

Reward & Recognise

Make Changes

Have fun!

Carer RetentionLiz Bosley-Sharpe

I’m leaving…

It’s a phrase that is not easy to be told in any situation, but according to recent surveys, such

as the National Care Forum’s 2014 Personal Statistic Report, if you are an employer in the care sector then you have been hearing this

phrase more frequently in the past year.

Care Management Matters, Dec 2014 edition states…

• 38.8% of Care Workers leave within 1 year

• 65.5% of Care Workers leave within 2 years

So how do we recruit and retain good Care Workers?

Best practice recruitment is a fundamental driver for retention

“An effective and consistent competency framework is the

basis on which to build a workforce that can implement personalised, preventative and

protective domiciliary care.”

“What might motivate different Care Workers within your franchise to

stay?”

“Why are some Care Workers great Care Workers while others remain

only average?”

Motivation?

Pay

Achievements

Awards

Social

Events

Value

Clear

Instructions

Recognition

Team

Manager

• Valued and Respected

• Enabled and Supported

• Responsibility

• Autonomy

• Appropriate levels of monetary rewards

In order to ensure we retain a high quality workforce there is a need to develop some specific

incentives that help people stay in the domiciliary care sector

Developing incentives

• Developing awards for high level performance – Care Worker of the Month Awards

• Promoting awards and forms of recognition that acknowledge the contribution of Care Workers and validate their successes

• Media representation

• Birthday cards

• Boxes of chocolates, e.g. if a Care Worker helps out by working on extra care calls

• Gift vouchers if the Care Worker is consistently performing well for period of 6 months

Developing new career pathways

• Providing alternatives to Care Worker roles for people who wish to develop their careers such as Field Care Supervisors / Care Coordinators

• Developing new specialisms within care roles, e.g. dementia specialist roles

• Training and support for all Care Workers

• Embracing the diversity of roles and emphasising the important role that ALL roles play in supporting and empowering people who use services.

Respect

Recognition

Commitment

Retention of staff:

Some clear messages which come out of research into retention strategies highlight that retention rates increase when staff feel valuedand respected, enabled and supported, and if

they are given responsibility, autonomy and appropriate levels of remuneration.

Thank you for listening

Care and Support Worker of the Year 2014

JanuaryEngin Atalay (Osmund Court)

FebruaryMaria Moss (Rother)

MarchKimberley Palmer (Hillingdon)

AprilDawn Wright (Worthing & Arun)

MayClaire Lawton (Redcar & Cleveland)

JuneRuth Fraser (Pulborough)

JulyCatherine Bostock (Cheshire North East)

AugustRosemary Hilderley (Guildford & Woking) and

Nicola Wood (Wakefield)

SeptemberCarol Hebden/Lorraine Harris (Barnet & Enfield)

OctoberGemma Hirst (Barnsley)

NovemberDebbi Lindsey (Barnsley)

DecemberToye Akinyosoye – Caremark (Leicester)

Care and Support Worker of the Year 2014

And the winners are

Carol Hebden & Lorraine Harris

(Barnet & Enfield)