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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:
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 [email protected], or [email protected] 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)
