It’s been just over four years since Public Health transferred to local government and the LGA have recently published a video podcast that look’s at how that’s changed in councils and also how the profession is developing. Hosted by Luann Donald, Senior Workforce Adviser at the LGA, the podcast includes interviews with Jonathan McShane, Councillor at Hackney Council and Liz McQue from Northwest Employers, who talk about the work they’ve been doing this area. Phil Bundy, Senior Employment Law Adviser at the LGA, was part of the original team looking at the transfer of staff from the NHS into local government way back in 2013 and he gives us an update on the current situation.

Hello PPMA members and friends

As we all reflect on the outcome of yesterday’s General Election, our new President Caroline Nugent wrote a powerful article outlining the key areas in the public sector she feels the new Government should focus on.  The article appeared on election day in Personnel Today and the MJ and we wanted to share her messages with you here too.

“This week’s general election brings into sharp focus a number of key issues I would like our new Government to address as they take control of our policies and our budget.
Election resources

Election 2017: where do the parties stand on key employment issues?

Corbyn vs May: leadership styles in the spotlight

The party manifestos and employment law

Starting with the obvious one: the cuts, which public-sector employers have all become accustomed to working with and finding creative solutions for.

However, in some areas of our sector they are so severe that they have a detrimental impact on our service delivery as a whole.

This isn’t just about cutting a bit of back office capacity here and there, there are organisations that are missing entire areas of service delivery as a result, such as youth workers and vital social care personnel.

We need support from the new Government to tackle the longstanding misconception that there is still plenty of fat in local government that can be gradually sliced away.

Sadly, it’s the most vulnerable people in our society who will suffer in the long term if we can’t use our skills and knowledge to solve the problems that affect the quality of life of everyone in our communities.

Funding and investment

I would also advocate a review of how the funding is allocated, as currently some areas are benefiting where others are losing out. Despite this issue having been raised by local government directors of finance, there has been no movement or flexibility on this.

We need a review of how councils freeze funding formulas, to ensure that the right decisions are being made and that there isn’t simply a blanket rule applied to all councils.

There are so many fundamental operational differences within the public sector that are not currently recognised and taken into account.

In view of the ongoing cuts, many of our people in local government are ready and willing to tackle the problems creatively and make things work but lack the financial investment to do so.

If money were available for councils to “invest to save” in change programmes at their discretion, the return on investment and potential benefits at a local level could be significant.

Image problem

Our next Government also has a PR job to do in promoting the dedication and passion of our people – who are often seen as complacent but are anything but – and showcase the public sector as an attractive place to work.

Newcomers from the private sector are often amazed at how much is being done to make the public sector work both efficiently and effectively, especially given the amount of legislative processes that have to be followed.

Which brings me on to the apprenticeship levy – if ever there was a good idea in principle that needed reviewing, this is it.

I’m not suggesting a u-turn, but ensuring it’s not a poisoned chalice for the public sector should be a priority. We have been running successful apprentice programmes for over 30 years.

As it stands, the obligations on employers are too onerous, especially around procurement rules, and could prevent us from turning the levy into a positive way to attract the fresh new talent the sector so desperately needs.

The public sector has many jobs we can’t recruit for right now because they require a skillset that isn’t encouraged in schools.

We have been waiting for this opportunity for a long time, and with Labour’s promise of scrapping university tuition fees if they win the election, it is even more crucial that the apprenticeship levy is fit for purpose and offers young people a viable and credible alternative to higher education.

Social care and health integration

Social care is an ongoing challenge and a potential crisis waiting to happen. The current Government’s plan for integrated health and social care services in local areas has improved joint working, but has not yet achieved its potential.

Short-term solutions from whichever party is in power will only get us so far. Again, we have to look at long-term funding and recruitment issues in both areas in order to get to grips with the pressures our sector faces year in, year out.

These include staff retention and the challenges of recruiting young people into a sector that doesn’t pay well.

Brexit is likely to exacerbate this further, given our heavy reliance on foreign workers in health and social care. So whatever freedom of movement deal is made for our exit from the EU, our new Government would do well to keep this firmly in mind.

This applies equally to the exit caps due to be implemented, a set of reforms introduced as part of the funding cuts to public services which are more punitive to local government than other public services.

When you consider that many of our loyal public-sector workers have been on relatively low salaries throughout their careers compared to their private-sector counterparts, with increasing erosion of their pay and working conditions in recent years, this feels like a kick in the teeth.

Along with the apprenticeship levy, I consider this the single biggest opportunity for review by the next Government in order to support the future health of the public sector and a sustainable workforce.”

PPMA President

Hello PPMA members and friends

We have another post in our series looking at the challenges and opportunities around the integration of Heath and Social care and Cath McCarty, Head of HR and Head of Adult Services at North Yorkshire Council looks at the good work being undertaken by North Yorkshire and a number of partners in improving social care in the region, illustrating the benefits of integrated services.

“North Yorkshire CC’s Vanguard work with NHS partners and care market studies show that our demand for services and demographic trends are five years ahead of the national average. Occupancy rates for care services is running at 95%.

North Yorkshire is an area which is fortunate to have high levels of employment, however this means that ensuring the health and social care sector is an attractive and competitive place to work is one of our major challenges.

Harrogate Vanguard is one of several pilots in the country to adopt an integrated approach to new models of care for health and social care services. Our vision is to ensure the people of Harrogate and rural districts receive high quality affordable healthcare, and play an active role in making decisions about their own health. We aim to ensure more people stay healthier and independent for longer, have choice and control over their lives and care, and that costs are reduced across the system.

The partners involved in the project are Harrogate District Foundation Trust, Tees Esk and Wear Valley NHS Foundation Trust, Harrogate & Rural District Clinical Commissioning Group, General Practitioners and North Yorkshire CC.

We have worked together to redesign care out of hospital, based on messages from our residents. Our aim is to shift investment from acute services to provide more support in the community.

We are focusing on the links between mental health, wellbeing and physical health, as well as providing a more joined up and faster response to crisis. The overall aim is to avoid hospital admissions while supporting people to take a more active role in managing their own health and wellbeing. Our voluntary sector partners are key in our work.
The project focused on streamlining operational processes to eliminate duplication across the health and care sector. This enabled the efficiencies to be reinvested, while enabling an integrated working environment.

The county council has also developed a range of prevention initiatives:

• Stronger communities, a universal prevention programme provides start-up funding, advice and support for communities across North Yorkshire, helping people to support each other. There are dozens of initiatives attached to this such as support to community libraries and community transport, sporting memories clubs and training volunteers for home visits and initiatives to connect older and isolated people with each other.

• Living Well is a new service helping people on the cusp of care to build their confidence to continue living independently at home. Council staff from a range of backgrounds comprise this new team working in partnership with clinical commissioning groups, district councils and the voluntary sector. Team members are trained to spend time with people on a one to one basis to help them achieve the outcomes they want.

• Extra Care is the county council’s flagship programme supporting people to live in their own homes with care and support when they need it. Schemes may also incorporate GP surgeries, libraries, short break respite services and specialist accommodation for people with dementia. In the last 10 years we have developed 19 schemes, three more are under construction and potentially another 30 schemes in the pipeline.”