One key area often overlooked in our industries, is the profoundly impactful area of adult social care.

It’s a field dedicated to providing support and assistance to adults in need, often facing physical, mental, or emotional challenges. However, despite its crucial role adult social care can sometimes face barriers that hinder its effectiveness. Today, we’re looking into these barriers and discussing how we can collectively empower adult social care to ensure it thrives and serves its purpose to the fullest.

Understanding the Barriers

Before diving into the solutions, it’s essential to understand the challenges that adult social care currently face:

• One of the most significant barriers is the issue of funding. Adult social care services often operate on tight budgets, limiting their ability to provide thorough support and invest in staff training and development.
• The demand for adults social care is steadily increasing, yet there’s a shortage of skilled professionals to meet this demand. This shortage not only strains existing staff but also compromises the quality of care provided.
• This sector often operates with fragmented systems, with various agencies and organisations involved in delivering services. This fragmentation can lead to gaps in care, communication breakdowns, and inefficiencies in service delivery.
• Unfortunately, there’s still a prevalent stigma surrounding adult social care, most commonly in the private & third sector with misconceptions about the nature of the work and the individuals receiving care. This stigma can affect recruitment efforts and deter individuals from seeking help when needed.

To empower social care for adults, we must address several key areas. Advocating for increased funding is vital for the security of supportive adult social care. Adequate financial resources are essential for providing high-quality care, supporting staff training and development, and implementing innovative solutions to enhance service delivery.

Simultaneously, investing in workforce development is crucial. Care support will be elevated by addressing staffing shortages and ensuring staff possess the necessary skills and knowledge. This includes offering training opportunities, establishing career advancement pathways, and providing competitive compensation packages like those on offer in other sectors.  

Furthermore, promoting collaboration and integration within the adult social care sector is imperative. Removing gaps between agencies and organisations and streamlining service delivery processes are essential steps to ensure individuals receive holistic care across the sector.

More effort should be put in place to debunk adult social care misconceptions; education, awareness campaigns, and advocacy efforts are instrumental in achieving this goal. By challenging stigma and highlighting the positive impact of social care for individuals and communities, we can attract a passionate and driven workforce whilst also creating safe and supportive spaces for those who need it.

Empowering social care requires collective action from policymakers, healthcare professionals, community leaders, recruiters, and the general public. By advocating for adequate funding, investing in workforce development, promoting collaboration and support, and challenging stigma, we can break down barriers and ensure adult social care thrives for everyone who needs it.

At Panoramic Associates, we are committed to benefitting our communities and empowering those in all social care sectors, including support for children. As such we are proud charity partners with Jessie May a charity which provides thorough children’s hospice support. Find out more about the wonderful work Jessie May does here.

For any hiring queries, additional information, or specific needs, please feel free to reach out and get in touch here.

The Subnational Transport Body (STB) gathered together on the 28th of February 2024 to deliver an informational talk on the transforming transport system. The sub-national septet of organisations based their conference on ‘The State of Transport 2024’ and covered the latest news surrounding the fall in public transport usage and the power play that is shaping the future of the transport system.

Sharon Taylor from PRG Consulting, sister company of Panoramic Associates, travelled to Manchester to visit the STB conference and discover more about the developing transport system.

Here are her key findings:

The STB report unveiled that there is a significant downturn in the number of trips individuals are making. In 2022, the average person embarked on 10% fewer trips compared to a decade earlier, indicating a notable shift in travel behaviour. This downfall is expected to increase unless action is taken to entice customers to use public transport rather than personal transport methods such as cars.

The idea of inspiring further action, however, is causing some debate as many people believe that the transport decline is due to the rise of remote and flexible work rather than as a result of personal transport choices. Correlating with this argument the STB shared that commuting habits have undergone a seismic shift, with the average number of bus journeys to work losing 25% of its riders since 2013. This decline speaks volumes about the evolving dynamics of work and mobility in the modern era of flexible working. Please read further on the dynamics of hybrid working in our blog here.

It’s not just office commuting that has been impacted by a decrease in public transport usage. The once-thriving realm of rail travel has been hit hard, witnessing a plummet in season ticket journeys by 66% post-pandemic. This downturn underscores the huge impact of external disruptions on traditional modes of transport. As well as the steep increase in ticket prices. For example, since 2009 a weekly season ticket for any valid route from Bristol to London was £296.10 whereas the same ticket a decade later is £405. This 30% increase is likely to be the culprit of the drop in rail travel demand. This escalation in ticket prices burdens not only regular commuters but also dissuades occasional travellers from opting for train journeys, further exacerbating the decline in ridership. Consequently, companies are faced with the challenge of striking a delicate balance between recouping financial losses and ensuring that their services remain accessible and attractive to passengers.

Crucially, the STB conference raised questions about decision-making authority. Should power reside at the local or national level? Who holds the reins when it comes to shaping the future of transportation—local government, national authorities, or Standard Transport Bodies?

Privatisation of transportation systems further complicates this dynamic, as it introduces profit motives and shareholder interests into the equation. While privatisation can drive efficiency, it also raises concerns about equity, accountability, and the prioritisation of profit over public service.

Whether behind the wheel or as a passenger, car travel remains supreme, with an unyielding dominance in the transportation landscape. The STB conference underscored the pressing need for clarity and certainty in funding for public transportation, with a focus on the sustainability of railway services. Uncertainty still threatens the sector, demanding a re-evaluation of financing strategies to ensure the sustainability of transportation infrastructure.

Thank you to Sharon for providing us with her insight and knowledge from the event. Please do get in touch if you’re searching for project delivery solutions and find out more about how PRG Consulting and Panoramic Associates can support your organisation.

In recent years, the landscape of special educational needs (SEN) funding has been a topic of significant discussion and debate. With an allocation of £21 million towards training educational psychologists, the UK government seems to be taking steps towards addressing the challenges faced by young people with special educational needs and disabilities (SEND) within the educational system. However, questions still linger about the future of SEN funding and how it will impact inclusive education practices and recruitment processes in the coming years.

One of the key focal points in discussions surrounding SEN funding is the need to ensure that young people with SEND are not marginalised within the educational system. Inclusive education practices have shown promising results in providing equitable opportunities for all students, regardless of their abilities or disabilities. By exploring strategies to cultivate inclusive environments and listening to exemplary case studies and success stories, educators and stakeholders can gain insights into effective practices that promote the inclusion of students with SEND.

Despite the promising initiatives and funding allocations such as the Government’s pledge to invest £2.6 billion (between 2022 and 2025) to improve existing provisions for children and young people with SEND, challenges persist in ensuring equitable access to education for students with SEND. The pressure on the government to prioritise SEN funding remains essential in addressing the systemic issues that hinder inclusive education practices. Through open dialogue and concerted advocacy efforts, the educational landscape must evolve to better serve the diverse needs of all learners. Monetary compensation is a minor fix to the re-organisation and support needed for the SEND system. A sustainable and supportive framework must be created to benefit those within the system to their full advantage.

Looking ahead, the future of recruitment in SEN funding holds significance in addressing the evolving needs of students with SEND. Recruiting and training skilled professionals, including educational psychologists and SEN specialists, is essential in enhancing support systems for students with diverse learning requirements.

Educational psychologists, teachers with SEN specialisation, speech and language therapists, occupational therapists, and other allied professionals will be in high demand to cater to the diverse needs of students with SEND. To meet this demand, initiatives focused on recruiting and training individuals interested in working within SEN settings will be crucial. Scholarships, bursaries, and training programs tailored to SEN roles can incentivise individuals to pursue careers in this field.

In addition to attracting new talent, efforts to retain experienced professionals within the SEN workforce are critical in changing the SEND landscape. Providing ongoing support, mentorship programs, and opportunities for career advancement can enhance job satisfaction and promote long-term commitment to working with students with SEND. Moreover, creating a supportive and inclusive work environment that values the contributions of SEN professionals is essential in maintaining a supportive workforce.

Recruitment in SEN funding holds the key to building a skilled and sustainable workforce capable of meeting the evolving needs of students who will benefit from SEND support. By investing in recruitment initiatives, training programs, and professional development opportunities, and continuing to urge the Government to commit to their funding plans, we can ensure that every student receives the support they need to thrive within inclusive education environments.

If you’re interested in discovering more about the future of SEN funding, please join Panoramic Associates at this year’s National Special Educational Needs and Disabilities Conference where we will be sponsoring and exhibiting.

We can’t wait to connect with our vast network. Stay up to date with our latest events on our LinkedIn here.

Panoramic Associates are delighted to be sponsoring The National Special Educational Needs and Disabilities Conference 2024. Organised by the Institute of Government & Public Policy, the conference explores the latest policies, guidance, and strategies to improve outcomes for children and young people with SEND.

The conference provides attendees with the opportunity to explore innovative approaches, collaborate on best practices, and leverage technology to create a more inclusive and supportive educational environment.

Having worked closely with Education Services across the UK since 2015, at Panoramic Associates, we have developed a deep understanding of the unique challenges in this sector. We recognise the importance of prioritising the voices and aspirations of children and young people.

As Bianca Ashwin shares,

‘The National Send Conference is an opportunity for us to connect with valued and prospective clients and candidates.

It also allows us to reflect upon and understand the main objectives and focuses for SEND within Local Authorities across the country. Having worked closely with Education Services across the UK since 2015, at Panoramic Associates, we have developed a deep understanding of the unique challenges in this sector. We recognise the importance of prioritising the voices and aspirations of children and young people.’

Panoramic Associates are leading experts in providing interim Education and SEND professionals to Local Authorities and schools across the UK. Roles we support include: School Improvement Advisors, Headteachers, SENCos, Educational Psychologists, Case Officers, and Heads of Service.

Alongside our ability to source high quality interim professionals, we also work closely with senior management to identify areas we can provide additional support. We are therefore excited to be a part of this year’s National SEN and Disabilities Conference and the opportunity to come together with fellow professionals, policymakers, and stakeholders to share insights and drive positive change in the field of special education.

The National Special Educational Needs and Disabilities Conference 2024 takes place at Manchester Hall on Wednesday 8th May.

Do get in touch if you or attending or reach out to find out more about how Panoramic Associates can support your organisation.

In this Breakfast Briefing, Ken Lyon and Paul Clarke explore how local councils can optimise their income.

Income is a key component of any Council’s financial strategy and optimising it can provide a significant “chunk” of a Council’s savings and sustainability plan. However, it is often tempting for councils to rely on routine inflationary increases where the rationale for charging is then lost. An organisational policy and ownership is either non-existent or not “alive and impactful” in the organisation.

Ken Lyon and Paul Clarke have worked across a number of Councils, supporting them to review their income and pricing approaches, which has led to millions of pounds of year-on-year cashable savings.

In this Breakfast Briefing, they share their observations into building a more informed, strategic, and sustainable approach to council income and pricing, including:

• Full Cost Understanding and Pricing: Discover the importance of fully grasping the costs involved and how to price services accordingly, including performing sensitivity analysis and considering the impact of legislation.
• Linking to Policy Objectives: Ensure your approach to charging aligns with your Corporate Plan, making informed decisions about subsidies based on a solid evidence base.
• Embedding Sustainable Strategies: Find out how to build a sustainable relationship between finance teams and service departments, emphasising ownership among budget managers and equipping them with the necessary tools for ongoing success.

Our Speakers

Ken Lyon is Managing Director of Lyon Local Gov (Lyon LG), a small consultancy that supports the public sector with a particular focus on financial sustainability. Ken established Lyon Local Gov after 17 years in the sector, the last decade of which was as a senior leader in complex Councils, ranging from large city unitary councils to rural districts, mainly leading commercial and change initiatives. Ken is local government to the core and has a passion for supporting Councils in delivering a sustainable future.

In the 21 months since Ken created Lyon LG they have worked with more than 40 Councils, and have developed a particular specialism around income optimisation, particularly reviews of Fees and Charges, where they have worked with 12 Councils, identifying and delivering millions of pounds of ongoing savings (average £2m pa for unitary and £400k pa district).

At the core of the work Ken does is a commitment to organisational ownership. Ken focusses on understanding the underlying reason for an organisation doing things in a certain way, while building a strong evidence base to support or challenge it.

Paul Clarke, a CIPFA accountant, is an Associate Director at Lyon Local Gov. He has spent his 20 year career in local authorities finding solutions to complex challenges, which include: the financing of Phase 2 of the Nottingham Tram Network; creation and acquisitions of housing development and service delivery companies; supporting people grant calculation and distribution, developing charging policy, review frameworks and strategy / business plans; overseeing a £20m+ annual budget.

Paul has spent the past 2 years working with numerous Councils, both on Fees and Charges reviews and developing Green Book compliant business cases, including unlocking over £100m of Central Government funding to Local Authorities. Paul also loves creating tools and support to equip services in managing their businesses and has led on the development of our Local Authority Charging Toolkit.

Our Speakers

Ken Lyon is Managing Director of Lyon Local Gov (Lyon LG), a small consultancy that supports the public sector with a particular focus on financial sustainability. Ken established Lyon Local Gov after 17 years in the sector, the last decade of which was as a senior leader in complex Councils, ranging from large city unitary councils to rural districts, mainly leading commercial and change initiatives. Ken is local government to the core and has a passion for supporting Councils in delivering a sustainable future.

In the 21 months since Ken created Lyon LG they have worked with more than 40 Councils, and have developed a particular specialism around income optimisation, particularly reviews of Fees and Charges, where they have worked with 12 Councils, identifying and delivering millions of pounds of ongoing savings (average £2m pa for unitary and £400k pa district).

At the core of the work Ken does is a commitment to organisational ownership. Ken focusses on understanding the underlying reason for an organisation doing things in a certain way, while building a strong evidence base to support or challenge it.

Paul Clarke, a CIPFA accountant, is an Associate Director at Lyon Local Gov. He has spent his 20 year career in local authorities finding solutions to complex challenges, which include: the financing of Phase 2 of the Nottingham Tram Network; creation and acquisitions of housing development and service delivery companies; supporting people grant calculation and distribution, developing charging policy, review frameworks and strategy / business plans; overseeing a £20m+ annual budget.

Paul has spent the past 2 years working with numerous Councils, both on Fees and Charges reviews and developing Green Book compliant business cases, including unlocking over £100m of Central Government funding to Local Authorities. Paul also loves creating tools and support to equip services in managing their businesses and has led on the development of our Local Authority Charging Toolkit.

In this Public Sector Finance Breakfast Briefing, Clive Heaphy, Chief Executive at Middlesbrough Council, shares his insights into Navigating Section 114 Notices.

We are seeing an increase in the number of section 114 notices. A recent survey from the Local Government Association found that “almost one in five council leaders and chief executives in England […] think it is very or fairly likely that their chief finance officer will need to issue a Section 114 notice this year or next due to a lack of funding to keep key services running.”

With 42 years of experience in local government, Clive brings a wealth of knowledge to the table, particularly in dealing with authorities facing long-term challenges. This Breakfast Briefing unveils the layers of financial management that local authorities must juggle, highlighting the importance of sustainable spending, reserves, taxation, and the relationship between government officers and members.

Watch this Breakfast Briefing and discover the critical aspects of managing local government finances in today’s rapidly changing landscape:

• Understand what triggers a section 114 notice and its immediate consequences for local authorities.
• Explore the five key symptoms of financial stress that signal a local authority may be at risk.
• Learn about the shift in funding from central government to local taxation and its impact on councils with a low tax base.
• Gain insight into the risks and accountability measures involved in local government commercial ventures.
• Hear Clive’s perspective on the future of local government finance, including the role of technology and the pressures on non-statutory services.

If there is a particular topic that you would like us to explore in one of our future Breakfast Briefings or if you would like to speak at one of events, please get in touch with our Events Team at [email protected]

Welcome to Panoramic Associates’ new blog series where we expose all the incredible opportunities our Executive Search division can offer your business. This week we will be focusing on the benefits of hiring Interim Senior Management Solutions to help your company strategy.

Adaptability and expertise are paramount in dynamic business landscape. Companies face a range of challenges, from navigating financial market disruptions to implementing necessary strategic transformations to stay relevant. In such trepidatious environments, traditional executive search processes may not always suffice. This is where interim senior management solutions come into play, offering a host of benefits that can enhance your organisation’s leadership capabilities.

Let’s delve into why incorporating interim leadership can be a game-changer for your executive search journey.

1. Immediate Access to Talent: One of the most significant advantages of interim senior management is the ability to quickly access top-tier talent. Traditional executive searches can be time-consuming, often taking months to identify, recruit, and onboard a permanent executive. In contrast, interim solutions provide an expedited route to securing experienced leaders who can hit the ground running, filling crucial hiring gaps without delay.
3. Flexibility and Agility: Interim senior management offers unparalleled flexibility, allowing organisations to scale their leadership resources according to evolving needs. Whether it’s addressing sudden vacancies, managing seasonal fluctuations, or spearheading strategic initiatives, interim executives provide a nimble solution that can be tailored to fit specific timelines and objectives. We will work with you on matching quality candidates, so they are ready when YOU need them most. We will free up hours in your day-to-day operations, whilst still delivering our highest performance throughout your company.
5. Specialised Expertise: Interim senior managers often bring a wealth of specialised expertise to the table, acquired through years of industry experience and navigating diverse business challenges. Whether it’s turnaround management, crisis intervention, or driving innovation initiatives, interim executives possess the domain-specific knowledge and leadership acumen necessary to drive results swiftly and effectively. Their external perspective can also inject fresh ideas and insights into your organisation, catalysing growth, and innovation.
7. Cost-Effectiveness: Hiring interim senior management can be a cost-effective alternative to traditional executive recruitment processes. While permanent executives typically command higher salaries and long-term benefits, interim solutions offer a more flexible cost structure, often based on hourly rates or fixed-term contracts. This can result in significant cost savings, particularly for short-term assignments or specialised projects where a full-time executive may not be warranted.
9. Mitigating Risk and Uncertainty: In the current volatile business environment, uncertainty is inevitable. Interim senior management provides a risk-mitigation strategy, offering a buffer against sudden leadership changes, market disruptions, or unforeseen challenges. By deploying interim executives, your organisation can ensure continuity of leadership, maintain stakeholder confidence, and mitigate the potential negative impacts of leadership transitions or crises.

On the whole, incorporating interim senior management solutions into your executive search journey can unlock a huge plethora of benefits, from immediate access to talent and enhanced agility to specialised expertise and cost-effectiveness. Whether it’s bridging leadership gaps, driving strategic initiatives, or navigating complex challenges, interim executives offer a dynamic and flexible solution that can propel your business forward in today’s competitive landscape.

By embracing interim leadership with Panoramic Associates, companies can be sure to navigate uncertainty with confidence, capitalise successfully on emerging opportunities, and build a resilient foundation for sustained success.

If you’re considering hiring for interim senior management, please get in touch today for a casual chat to discuss your needs.

In this Adult Social Care Breakfast Briefing, Kerrie Allward, Executive Director of Adult Social Care at Walsall Council, shares the story of their Place-based Partnership and Integrated Care arrangements.

Integrated Care Boards (ICBs) are one of the latest initiatives aimed at integrating care in the UK, providing joined-up support across the NHS and health and social care to better meet the needs of the population. However, despite the inherent benefits of ICBs, councils and Adult Social Care face a myriad of challenges in navigating this complex integration process. These challenges include coordination among diverse care providers, resource allocation, and the effective implementation of technology.

Kerrie’s talk begins with the recognition that if Walsall Council had started their journey through a commissioning lens they would not have got to where they are today. Kerrie goes on to share how her journey with Walsall began in 2016, when they were in the fortunate position to already have the Healthy Walsall Partnership Board established. This Board brought together all the senior leaders across Walsall, united with a shared ambition.

However, they recognised that they weren’t getting anywhere. They weren’t delivering programmes of activity that were helping them to achieve those ambitions. The Board therefore took the brave step to invest in a Systems Leadership approach. This brought together all the ‘seconds-in-command’ on a weekly basis with the aim to work out how their organisations could work better together.

After around 18 months, Walsall Together was born.

Kerrie’s talk shares more about what Walsall Together looked like and how it has evolved since its conception. This includes an introduction to their ‘Spectrum of Integrated Delivery’ and an in-depth look at their flagship service: ‘Intermediate Care Service’. Kerrie also provides insights into other projects, including: ‘Kindness Rocks’, tackling loneliness and isolation; ‘Work4Health’, supporting people into work, and ‘Diabetes Champions’.

Watch Kerrie’s talk below to discover the evolution of Walsall Together, how it came about, and the difference it has made to the communities of Walsall.

Q&A with Kerrie Allward

Following Kerrie Allward’s insightful talk on Walsall Council’s Place-Based and Integrated Care approach, attendees were able to dive further into the points raised.

Here we provide an overview of the points that were discussed, providing further insights into the successes and challenges of ‘Walsall Together’.

Walsall has had significant success in collaboration as a place-based system. For those that are not so far ahead, where would you suggest to start this journey?

The first very brave step in this journey is commitment. Our Walsall partnership board did this right at the very beginning of their journey, creating an absolute commitment to doing things better as a community.

Start by putting resources into giving time and space to those in senior decision-making positions. It is important to give space to these individuals within the system so they can find opportunities for integration and create for themselves an empowered space to be open, transparent, and not precious around this process.

Start from a blank sheet and ask yourself, what would you like to do and begin aligning all your budgets. Empower the people you are working with, get system commitment and ensure to be open, transparent, and honest about both your financial position, and your barriers, but also your commitment to the job.

Has the dire financial situation affecting all councils, coupled with the post-COVID surge of demand/complexity in Care put any pressure on the Partnership? If so, how is this being managed?

I don’t know if it’s necessarily the financial pressure, but the move to the ICB structure has impacted Care and has made the financial pressures difficult. When we started this plan, we were co-terminus. We had one CCG, one local authority, one acute trust. It was all very neat and very organised, perfect for integration. When we moved to the ICB, what happened was we suddenly couldn’t have that conversation about how we use our money flexibly across the system with just the place-based partners. We suddenly had people who were sat outside of our team thinking about all four areas of our ICB and not just Walsall, and that made it difficult.

We did have to have some difficult conversations. At times those we were speaking with at the ICB lacked the authority to make decisions about some budgets, so instead would have to go and seek authorisation from the system at ICB. So that made it really challenging to move forward with processes swiftly. That being said, we’re still using that foundation of being open and transparent about the money to make the best use of the money.

Having this strong partnership within Walsall Together has absolutely helped our financial position. It gives us the confidence and space to be able to say in conversations ‘It would really help us if we were to do this…’. The conversation is much more open than if I was trying to have those conversations, without Walsall Together there.

What role did commissioners end up playing in the systems leadership journey (enablers? network connectors?)?

When I joined the council, I started this journey as the director of commissioning. As commissioners, we were in meetings discussing from the point of view of commissioners but also outside of that viewpoint to ask questions like ‘What do we want the model of care to look like?’ So we became what we called collaborative commissioners – although I’m sure there’s a definition of collaborative commissioning that isn’t what I recognise!

But ultimately, we broke down the commissioner-provider barrier. We worked as a collective senior management group to identify which model of care we looked like and were transparent about the budgets that we had at our disposal to deliver top services. Once that model of care was developed, we then handed it over to commissioners to do all of the governance, putting that into a specification so we could put it into a schedule within our section 75 agreement. We didn’t commission the services in the end. We ended up, developing that section 75 and developed a partnership. Some elements of it are commissioned, but overall, it’s a partnership arrangement rather than a commission-provider relationship.

How are you squaring the requirement for major cost reductions in ASC with investment in prevention? 

It’s a difficult situation to sort out, and I’m not sure if anyone has yet. We’re constantly having to try and find ways to be creative with what we’re doing to release the money so that we can do that final project. Everyone knows the demands and pressure of complexity, increased need, et cetera, it’s more and more difficult to take that money away from those things and put it into prevention. Where we’ve got the extra money, we cling on to it and we try and make the most out of it. We’re also fortunate to have a great voluntary and community team. Whenever we’re designing anything, our voluntary and community team are part of that process. If there is anything they say that they can assist with, we pass this on to them, as they can deliver this effectively and it is usually much cheaper.

How are you, as a partnership, managing the reductions in staffing in ICB which are required in most systems and its impact?

Unfortunately, it’s not helpful at all, but we’ve been really lucky not to face these troubles. The Healthcare Trust had a major international recruitment campaign. But we didn’t have some of the challenges in attracting those roles as other people have. I’d love to say that that is because they’re coming to Walsall because they’ve heard about all the wonderful things that we offer in Walsall, but I think it’s probably largely because we’re easily accessible, we’ve got good transport links, and it’s cheaper to live in in this area. So because of this, we don’t experience some of the major retention issues that other organisations have.

How did the system support the acute trust to look up and out whilst the platform was burning?

Whether it was luck or whether it was just the approach, I don’t know, but we were very lucky. So once they saw that the Walsall Together partnership was leaning into the acute trust, to put out that burning platform, making sure that we were getting people out of hospital as quickly as we possibly could (and then we shifted into stopping people from going into hospital as quickly as we could), I think they realised that they’re getting what they needed. They’re getting a system that is wrapping around this problem and sorting this problem. So, by 18 months into the partnership, I would happily have let the Deputy Chief Executive of the Acute Trust stand up and talk about adult social care because he was as much convinced about how that partnership works for local people as we were. I think it was that foundational trust, recognising that his problems were my problems, my problems were his problems, and together we had the solutions. This really helped move that relationship on.

Can you say more about how the voluntary sector is represented?  Do you have a formal VCS collaborative?

Yes, we do. It has shifted over time. Right at the outset, we had an infrastructure organisation that was commissioned across Walsall by the CCG and the local authority. Over time, what has happened is we have four flagship community associations within the borough. And more and more, those four flagship community associations have taken on the role of being a lead organisation within the four localities within our borough. So actually, it has shifted now in that we’ve still got the infrastructure organisation Chief Exec that sits on our Partnership as part of our Exec, but we also now have a much stronger relationship with the Chairs of the Community Associate, the four community associations, and there’s a leading Chair of the Chairs. So those four come together regularly, and the Chair of those four also comes and sits on the leadership team as well.

At Panoramic Associates, we’re proud to run a series of Breakfast Briefings that bring people across the sector together, to share their experiences, to help build a stronger public sector.

Crafting a compelling cover letter is a critical step in landing your next job. It is the first chance you have to make a great and positive impression. While your resume provides a snapshot of your qualifications and experience, the cover letter is yours to showcase your disposition, passion, and fit for the role.

To ensure your cover letter stands out, follow our five essential elements below that you should include:

Personalisation

Addressing the hiring manager by name and customising your cover letter to the specific job and company is crucial. Use this opportunity to demonstrate your understanding of the company’s values, and mission, and how your skills align with their needs. Mention specific details about the company’s recent accomplishments or initiatives and explain why you are enthusiastic about contributing to their success. This not only shows your enthusiasm but also demonstrates a proactive nature.

Showcase Your Unique Skills and Achievements

Highlight your most relevant skills, experiences, and achievements that directly relate to the job description. Instead of restating your resume, use the cover letter to provide context and examples that demonstrate your qualifications.

Quantify your accomplishments whenever possible to showcase tangible results. For instance, rather than saying you “improved sales,” specify how you “increased sales by 30% within six months through targeted marketing strategies.”

Demonstrate Fit and Enthusiasm

Showcase your understanding of the company’s needs and explain how your skills and experiences make you an ideal fit for the role. Emphasise what you can bring to the company and how your contributions will add value. Express genuine enthusiasm for the opportunity to contribute and grow within the organisation. Additionally, explain why the company’s values and culture resonate with you and how you see yourself contributing to their success.

Closing Strongly

End your cover letter with a strong closing paragraph that reiterates your interest in the position and expresses gratitude for the opportunity to apply. Invite further discussion by indicating your willingness to provide additional information or participate in an interview. Include a call to action, such as expressing your eagerness to discuss how you can contribute to the company’s goals in an interview.

General Tips:

• 250 -400 words is sufficient
• Check that your grammar and spelling is completely correct. This creates a professional image right off the bat. If you have dyslexia or struggle with this there are plenty of great free software downloads that can help you. Check out Grammarly, Language Tool, or QuillBot.
• Use professional and courteous language, making sure to stay away from casual or profane speech.
• Be succinct. Whilst detail is important to showcase your skills, the sharper your writing is the better chance you have of it being read thoroughly.

Remember, a well-crafted cover letter should complement your resume by providing a more personalised and narrative-driven overview of your qualifications and enthusiasm for the job. Tailoring each cover letter to the specific job and company demonstrates your genuine interest and commitment, setting you apart from other applicants.

By including these five essential elements you can create a compelling cover letter that captures the attention of hiring managers and increases your chances of securing an interview.

Interested in working with Panoramic Associates? Get in touch here or browse our current vacancies here.

At Panoramic Associates we understand the importance of standing out and making a lasting positive impression. So, we decided to delve a little deeper into the importance of one of the key services we offer our clients: Employee Value Proposition (EVP).

Making a strong first impression is vital in securing top talent within your company. If you are struggling to hire, you may need to consider re-evaluating your EVP.

What is EVP?

EVP is the face the company shows to their employees, it’s what you offer your employees in return for their experience, skills, and dedication. EVP symbolises the internal culture of your organisation. It is not just the salary you have advertised, but what value employees gain from working as a part of your team. Employee Value Proposition is crucial to helping talent shine in the workplace.

How can EVP help my business?

Though EVP will already be in place for your company, it most likely hasn’t been fully explored and utilised to its full potential. When integrated properly, EVP can become a powerhouse tool in driving employee retention rates and decreasing recruitment costs. Furthermore, when investing in our EVP service clients can expect to see enhanced motivation, positivity, and innovation among their team members. Implementing an Employee Value Proposition will most definitely provide your organisation with a competitive edge and a positive employer brand.

How we build a powerhouse EVP for you

Using our experience in attracting top talent to the Public Sector and the Housing Market, we have summarised the main factors behind a strong EVP including its benefits and factors we considered when developing our own.

First, we consulted an excellent article written by Jo Perrotta, Recruitment Marketing Specialist and Managing Director at Marmalade Marketing. In accordance with Perrotta’s article, ‘Why Employee Value Proposition Should Matter to You’, there are five simple steps to create a compelling EVP:

• Identify your current offer
• Characterise your Ideal Employee Profile (IEP)
• Assess current perceptions
• Tailor it to all employees
• Communicate it

These 5 steps allow a more strategic, tactical approach when developing an EVP and will guide you towards creating a well-defined and successful EVP.

EVP is constantly evolving

When the world went remote, it made Panoramic Associates question how we work. Productivity was maintained throughout this period, and it became clear that some traditional working practices were unnecessary and counterproductive.

Since the pandemic, employees have different expectations from their workplace. This means that EVP is a constantly evolving process, a process that you will need to change to suit the organisation, its employees, and the demands for flexibility. Recruitment Marketing directly assists and controls the EVP within a business and is a huge USP when advertised effectively.

Your EVP must focus on the future

A survey study undertaken in 2020 discovered that employees are focused on gaining experience and are more willing to find another job than wait for a promotion. The report also revealed that 61% of employees value flexibility in the workplace, and an additional 76% of employees expect well-being support from their employer.

In this way, it is important to tailor your EVP to focus on the benefits of each role and what it provides in terms of future development. It’s crucial it can be adapted to those in different skill and career brackets, as well as understanding what will be appealing for them at this stage in their career.

Investing in a robust Employee Value Proposition can lead to a more engaged, loyal, and high-performing workforce, contributing significantly to the overall success and sustainability of your business.

To find out more about our employer brand solutions please click here, or get in contact with us here.