Netcare’s Post

Sometimes, focusing only on obeying rules can stop us from getting better. Ratings can be helpful, but they might not show the whole story. We need to understand that following rules is a journey, not just reaching a fixed goal. Let's support a culture where we're always trying to improve. Thank you Tim Dallinger for this insightful post.

Social enterprise Livewell Southwest delivers a diverse range of community health and social care services across South Hams, West Devon and Plymouth. Here's a little bit of insight into how it is trying to ‘grow its own’ workforce: 1) Working closely with local communities to encourage more people to enter the sector. Particularly people from traditionally seldom heard groups, including people who are long-term unemployed, single parents and people struggling with their mental health. 2) Removing barriers to recruitment. This led to action such as removing the requirement to have previous experience for all Band 2 roles, instead opting for a values-based recruitment process. From this, Livewell Southwest developed a pathway for people to automatically progress from Band 2 to Band 3 after 6 months without the need for an interview, thus breaking down barriers to progression. 3) Attracting school leavers. Livewell Southwest has started a project in local schools to recruit school leavers to a nursing associate development programme. People are recruited onto an early development programme for 3 months before carrying our a fully-funded nursing associate course. The organisation has also worked with Plymouth Marjon University to develop a bridging module which allows nursing associates to access degree courses without any prior qualifications, opening up opportunities to become qualified nurses. 4) Supporting new recruits. The organisation has a dedicated ‘people experience’ team, which provides support for new starters in the first few months 5) Supporting retention. Including through a new development pathway which enables Band 5 staff to automatically progress to Band 6 once they have achieved key competencies; apprenticeship programmes for admin and support staff to allow people to develop no matter their role; a wellbeing fund that supports suggestions that would improve staff experience; and an initiative to support staff to transfer between roles internally Learn more about the work done by Livewell Southwest – and other community providers - to better recruit and retain staff, as well as what they need to be able to go further faster, in the latest briefing by the Community Network, which we host with NHS Providers. #CelebratingCommunityServices

Norfolk Community Health and Care NHS Trust serves a population of around 900k people across Norfolk. It is rated Outstanding by the CQC and 76% of its staff would recommend it as a place to work. The trust delivers services across a mix of urban and rural locations for an ageing population. Historically recruitment into the trust has been tricky as it operates across rural areas where hour prices are high and where travel is required toHowever, over the past decade, the trust has focused on staff engagement and growing its own workforce to support recruitment and retention. This has been done through: 1 – staff engagement Chief executive Matthew Winn emphasises the importance of improving staff engagement and the role it plays in supporting wider operational performance. The trust has a dedicated staff engagement role and sets responsibilities for senior managers to embed a culture of staff engagement. 2 – staff survey The trust has a significant focus on the NHS Staff Survey, carving out time for staff to complete it and forensically analysing the results. , Senior leaders see the value in carefully examining the results in order to retain staff. Once the results have been analysed, staff are encouraged to focus on one or two things in the action plan to drive improvement. 3 – growing their own Given the geography the trust operates in, leaders recognise the value of growing their own workforce. The trust has been working with local communities to encourage people to take up a career in the community health sector and it is currently running approximately 100 apprenticeships. Learn more about the work done by Norfolk Community Health Care NHS Trust – and other community providers - to better recruit and retain staff, as well as what they need to be able to go further faster, in the latest briefing by the Community Network, which we host with NHS Providers. #CelebratingCommunityServices

Each month, our Flexi community receives an update about what’s been happening at Flexi schools across the country through our FlexiConnect newsletter – and each month, our CEO Dr Matt Hawkins reflects on a different topic about the work we do.     We received such positive feedback about Matt’s most recent message focusing on what success looks like at Flexis, we couldn’t help but share it here!    “Before I started my Flexi journey in 2016, I met with a number of people working in Flexi schools and asked: “What does success look like in a Flexi context?”    Since the establishment of our new entity and structure in January 2023, this is a question that has arisen countless times. Like everything in Flexis, and I would contend in our two Special Schools as well, the question and the answer are simultaneously simple yet complex. The answer is complex in that there is no one specific definition of success that can apply to every young person who walks through the front gate of one of our schools. As one Head of Campus said to me back in 2016, success for one young person is that they go to university, for another, it’s learning to read, for another it’s avoiding youth detention and for another it is simply building the courage to walk through the front gate.    In other words, like everything else we do in our schools, success is completely individualised, and cannot be measured using a single score at the end of Year 12.    The shorter answer to the question is perhaps more simple: Individual Growth.    If every young person who enters one of our schools leaves in a better position than they entered, if they have grown, if they have recognised their own potential and started moving towards that potential, this is to be celebrated. Please don’t read this as ‘setting of low expectations’ for our young people. Our young people deserve to have the highest of expectations set, because they will know that every adult around them in one of our schools will be supporting them to reach those expectations.”     #EREAFlexibleSchools #EdmundRiceEducationAustralia #FlexiSchools #EducationAustralia #FlexibleEducation  

𝗕𝗖 𝗣𝗡𝗣 𝗜𝘀𝘀𝘂𝗲𝘀 𝟭𝟰𝟵 𝗜𝗻𝘃𝗶𝘁𝗮𝘁𝗶𝗼𝗻𝘀 𝗶𝗻 𝗟𝗮𝘁𝗲𝘀𝘁 𝗦𝗸𝗶𝗹𝗹 𝗜𝗺𝗺𝗶𝗴𝗿𝗮𝘁𝗶𝗼𝗻 𝗗𝗿𝗮𝘄 The latest British Columbia Provincial Nominee Program (BC PNP) draw for Skill Immigration issued 149 invitations on August 8, 2024. The draw targeted specific occupations under different categories. Here’s how the invitations were distributed: Tech Draw: Invitations Issued: 112 Categories: Skilled Worker International Graduate (including the EEBC option) Minimum Score: 90 This draw focused on tech professionals, including software engineers, IT managers, and other technology-related occupations. Healthcare Draw: Invitations Issued: 21 Categories: Skilled Worker International Graduate (including the EEBC option) Minimum Score: 75 Invitations were issued to healthcare professionals such as nurses, doctors, and other healthcare practitioners. Childcare: Early Childhood Educators (ECE) and Assistants: Invitations Issued: 16 Categories: Skilled Worker International Graduate (including the EEBC option) Minimum Score: 60 This category focused on early childhood educators and assistants who play a vital role in childcare. Other Priority Occupations Invitations Issued: Not specified separately, but part of the overall total. Categories: Skilled Worker International Graduate Entry Level and Semi-Skilled (ELSS) Minimum Score: Varies, typically 60 or higher depending on the occupation. Key Details Eligibility: To be eligible for these draws, candidates generally need a valid job offer from a B.C. employer in one of the targeted occupations and meet the minimum score requirements for their category. Express Entry BC (EEBC) Option: Candidates who are already in the Express Entry pool and meet the BC PNP criteria may receive an invitation under the EEBC option, which could fast-track their permanent residence application. Importance of the Draw This draw is part of British Columbia’s ongoing efforts to attract skilled workers in critical sectors, especially in technology, healthcare, and childcare. The focus on tech workers aligns with the province’s goal to bolster its rapidly growing tech industry.

7 SHOCKING Facts About the UK Early Years Sector in 2024! 🌱 You won’t believe what’s happening in UK nurseries right now! From eco-friendly playgrounds to a record-breaking number of male nursery workers, the Early Years industry is changing in ways you never expected! Did you know that the UK Early Years sector could generate a whopping £45.5 billion for the economy each year? 💷 Or that there are now over 14,000 early years settings registered in the UK? 😮 Swipe through these eye-opening facts and find out how nurseries are going green, embracing digital learning, and facing major recruitment challenges. 🔗 Want to know more? Contact us today to discover how we can support your nursery or early years setting with top-notch talent and solutions! https://lnkd.in/dWDQcQbY Book a Demo Today: https://lnkd.in/dC3NtUV8 #UKNurseries #EarlyYearsFacts #EcoFriendlyEducation #DigitalLearningForKids #MontessoriMagic #RecruitmentCrisis #ChildcareRevolution #MaleNurseryWorkers #SustainabilityInEducation #UKEducation #TalentConnectSA

🎓 Struggling with overloaded support services affecting student welfare? Our latest blog reveals the challenges faced by universities and presents tech solutions. Learn how chatbots, learning management systems, and data analytics can transform student support. Read here: https://bit.ly/4a3BW7q

Do #companies really know the importance of their workers' education? Increasing the educational level of one person not only raises that person’s #output but also the output of those around her/him...#Education not only improves the #quality of the #laborforce but also encourages #growth through #innovation. It also applies for workers' #healthcare Source: CFA, 2024 #sundaythoughts

Why Is No One Talking About The Great Career Opportunities In The Care Sector? By Mitesh Dhanak, Chair of the Organising Committee of Championing Social Care and Founder of Precious Homes (buff.ly/3HbK4VK (http://buff.ly/3HbK4VK)) News about understaffing in the care sector has dominated UK headlines recently. The Times reported that 410,000 care workers quit their jobs last year, with vacancies in the sector nearly doubling to 10%. The Independent, Financial Times and ITV too have allweighed in recently on the causes and solutions for the crisis. Clearly, there is a challenge for the sector to attract and retain the quality staff it needs. It is true that wages and pay progression in social care continue to complicate recruitment and retention – especially when compared to other sectors. But what no one is talking about is the great career opportunities in the care sector, particularly at management level - and indeed, as a sector we need to do more to showcase these opportunities to attract and retain high quality individuals into what many in the sector know can be a rewarding career. On average, a manager at a care home can typically earn between £25,000 – £40,000 each year, progressing to higher salaries with experience and seniority. This is on par with the salary of an architect or a junior doctor, and most importantly, stands significantly above the UK average wage. Though managerial jobs require demonstrated experience and skill, they do not need years of specialised education or advanced technical skills. This makes the career path in social care easily accessible to anyone – especially school leavers. Through high quality apprentice programmes, school leavers can start out as support workers and progress to manager level in as little as seven years. School leavers are not the only people who can benefit from such career opportunities. While pay remains a crucial factor for any professional, most workers in the sector are equally motivated by the desire to leave a positive impact in the lives of others. Naturally, we see a lot of examples of people leaving high-profile careers and lucrative jobs in professional services to enter more fulfilling roles in social care. Take Rob - inspired by a passionate healthcare assistant who cared for his mother during her final few days in hospital and seeking greater fulfilment in his career, he is a former accountant who made the switch to the care sector. After a few years of working as a Nurse, he was promoted to a Home Manager. Shortly after, he became an Area Director at a leading care home operator. Today, he mentors Home Managers and passes on valuable leadership skills, something that he finds incredibly rewarding. Managers and workers in care homes across the UK often tell us that their careers in care have offered an opportunity to deploy existing skills in a context that is much more meaningful and fulfilling. Having started out in the hospitality industry, O…

It’s not too late to join us tomorrow when we will be: Placing Education in Telford Under the Spotlight  How can we understand what works well in Telford, align more and fill the gaps in maximizing everyone reaching their capability in Telford.  Join this online conversation 11th June 1pm  Why join us..... As we know there are people and organisations that are already working to improve aspiration or develop skills to further opportunity for everyone (all ages) in the borough to maximise capability and take control over their own lives. We understand also that working in partnership is a vision of many organisations, for some its about placing the health and wellbeing of the child at the centre of schooling, becoming a Marmot Borough; reducing absenteeism, bringing down the number of NEETS, improving skills for adults and forming greater collaboration in order to ensure education understands the needs of all.  Aspiration is also a part of many local organisations’ strategies; with clear objectives to improve lives, there are also organisations who already collaborate well, meetings that report internally and externally, groups and people that support each other. There are those undertaking research, reaching the community, carrying out locality work; delivering support and providing services to raise aspiration in younger people, children and adults for them to have better outcomes in life to unlock their potential-   But the big questions remain where are we working well together, do we work well together or are we in sector silos, are we viewing the vision from all perspectives, are we including all those affected by an education that does not meet their complex needs and where are the gaps? Are we having cross-sector talks about societal impact including the move to home education, the increases in absenteeism or why some people do not recognise they have skills to bring to the workplace.  To read more or register https://lnkd.in/eEfw-hJM