Leeds City Council: Growing your own social workers and occupational therapists

Three years ago, Leeds City Council faced a significant workforce challenge. Vacancy rates for social workers and occupational therapists had reached around one third of posts, and many experienced practitioners were leaving. This created a “hollowed-out” structure, particularly at senior levels, leaving less experienced staff managing increasingly complex work with reduced support.

Leeds recognised that retention could not be treated as a single issue. It needed to be considered across the whole employment journey, from recruitment through development, leadership, wellbeing and recognition.

Leaders recognised the need to shift away from short-term fixes towards a sustained approach to growing and supporting the workforce over time.

A key early insight was that retention is not only a human resources issue, but a leadership responsibility.

Leeds adopted a long-term, system-wide approach to workforce planning, leadership capacity and developing sustainable pipelines. By rebuilding senior and experienced practitioner capacity, team managers were increasingly able to focus on leading practice rather than responding to vacancies, supporting both quality and confidence.

Leadership accessibility and visibility were strengthened, alongside clearer expectations for supervision, development and support. This consistency was recognised during Care Quality Commission assessment, with staff highlighting the value of reliable supervision and clear practice frameworks.

Retention in Leeds starts with how people enter the organisation.

The council adopted an inclusive, values-based recruitment approach, underpinned by its commitment to the Social Care Workforce Race Equality Standard. This helped build confidence among candidates that diversity, inclusion and staff wellbeing are valued.

Social work recruitment became a rolling process, with quarterly interviews creating a steady pipeline of talented staff, rather than reactive recruitment in response to vacancies. Apprenticeships were introduced, with six social work apprentices recruited each year, alongside the recruitment of unregistered assistants, known as wellbeing workers. These routes created visible and achievable career pathways.

The approach helped people see a future career in Leeds early on in their employment, strengthening belonging while also addressing immediate capacity pressures.

Leeds identified career progression as a critical factor in retention.

Progression routes were clarified and made more accessible. Social workers can progress to senior social worker roles without waiting for a vacancy, provided they demonstrate the required competencies. This removed unnecessary bottlenecks and focused on capability rather than length of service.

Six social work apprentices are recruited each year, alongside rehabilitation officer apprenticeships for occupational therapists. A preceptorship model supports newly qualified occupational therapists to gain experience across both adult social care and the NHS, strengthening confidence, skills and professional identity.

Together, these measures have helped make professional growth feel realistic, transparent and achievable.

Leeds has taken a flexible approach to workforce growth, recognising that capacity can be built through multiple routes.

The introduction of apprenticeships, unregistered assistant roles and international recruitment enabled the council to respond to workforce pressures without compromising quality. Increasing experienced practitioner capacity also created space for managers to focus on leadership, development and support.

This flexibility reduced pressure across teams and supported practitioners to work more closely to their strengths.

Retention in Leeds is not only about progression but about employee experience - how it feels to work in the organisation.

Wellbeing is supported through practical, relational approaches rather than standalone initiatives. The October 2025 Care Quality Commission local authority assessment highlights opportunities for staff to discuss practice with peers, combining informal peer support with regular supervision, alongside the introduction of team learning spaces such as Practice Cafés.

Research and evidence link psychologically safe speaking-up cultures and visible leadership with improved wellbeing and retention. National Freedom to Speak Up reporting associates early, informal support with reduced intention to leave, while guidance referenced by the National Institute for Health and Care Excellence highlights the value of early supportive conversations in preventing escalation into sickness absence.

The introduction of a Freedom to Speak Up Guardian in Leeds encouraged staff to raise any concerns informally, reducing escalation into formal grievance processes. The grievance procedure was redesigned to prioritise dialogue and resolution closer to the workplace, helping build trust and psychological safety.

Teams in Leeds are supported to organise activities that foster connection, such as community litter picks or bake sales. These have strengthened relationships and reinforced shared purpose.

Recognition plays a visible role in Leeds retention culture.

Monthly staff meetings and regular “spotlight” features highlight individual contributions across the workforce. These moments of recognition, often simple and timely, reinforce professional pride and help staff feel seen and valued for their work.

This everyday recognition strengthens connection to teams, leaders and the organisation.

Continuous professional development is a core element of Leeds approach to positive employee experience.

Targeted training in areas such as safeguarding and the Mental Capacity Act supports practitioners to manage complex work with confidence. Communities of practice encourage shared learning and reflection, drawing on external expertise where helpful, for example legal input on complex frameworks.

These opportunities help practitioners feel supported, skilled and able to develop throughout their careers.

Alongside innovation, Leeds focused on strong foundations.

Regular supervision, clear practice frameworks and robust quality assurance processes provide consistency and stability. Tools such as the ROMA framework (Reflections, Outcomes, Movement, Action) support reflective practice and decision-making, helping staff navigate complexity while maintaining quality.

This dependable support structure engenders both wellbeing and professional confidence.

Together, these approaches are supporting improved retention in Leeds.

Vacancy rates have reduced. Publicly available data for Leeds indicates adult social care vacancy rates of 7.6 to 8.2 per cent at whole-workforce level, depending on dataset and reporting period. These figures relate to adult social care vacancies overall and do not provide a specific breakdown for social workers and occupational therapists. In addition:

• leadership diversity has increased
• staff report a stronger sense of belonging and support
• collaboration between social workers and occupational therapists has improved
• career pathways are clearer and more accessible

Leeds experience shows that retention is not a single initiative. It is a culture built through inclusive recruitment, supportive leadership, visible development, everyday wellbeing and meaningful recognition.

Leadership: Retention improves when leaders are visible, accessible and focused on long-term workforce sustainability.

Belonging: Inclusive recruitment and early clarity about career pathways help people feel they belong from the start.

Wellbeing: Early, informal conversations and supportive conditions matter as much as formal initiatives.

Professional growthClear, competency-based progression strengthens motivation and confidence.

Flexibility: Creative workforce models build capacity and reduce pressure across teams.

Recognition: Everyday appreciation reinforces professional pride and connection.

Best Interests Assessor (BIA) retention

Prior to 2024 Leeds Adults and Health employed only a few BIAs who completed Deprivation of Liberty Safeguards (DoLS) assessments. The majority of assessments were completed by Independent BIAs who were commissioned by the council to do the work. Each year new BIAs were trained but typically would only complete one or two assessments prior to leaving the role.

The Mental Capacity Act/DoLS team consulted BIAs who were not practising to find out why this was the case. They found that the most significant barrier was that the assessments needed to be completed in the BIAs own time. Although a payment was made to the BIAs for their work, feedback suggested that the payment did not cover the time taken to complete the assessments. Also of significance was that BIAs reported they were unable to complete assessments out of work time due to other commitments.

To address this senior management agreed in 2023/24 that BIAs who completed training would be put on a rota and allowed to complete six assessments a year in worktime (pro rata for part time workers) whilst retaining the payment for this.

The decision transformed retention of BIAs. Leeds now have more than 30 practising BIAs with a further 17 social workers completing training in 2025/26.

In addition to allowing workers to complete assessments in work time, a support and professional development structure was put in place for internal BIAs. A monthly BIA forum allows assessors to discuss practice issues and a new feedback process was introduced where members of the MCA/DoLS team work with assessors to enable them to improve their practice.

Retention drivers evidenced

Leadership, Professional growth, Flexibility, Recognition, Wellbeing

Approved Mental Health Professional (AMHP) retention

AMHP retention is recognised as a challenge nationally. Leeds acknowledge the pressures of the role of the AMHP and have put in place a strategic approach to provide appropriate practical and individual support for practitioners.

The AMHP service is a 24hour service with practitioners based across Adults and Health in Area Social Work; Mental Health Unit; Learning Disability, Crisis and Emergency Duty teams. Work has been undertaken to create a supportive collective identity for AMHPs across these teams to aid retention.

Leeds has an established a community of practice created through a dedicated AMHP Hub as well as monthly AMHP forums where reflection and psychological safety are prioritised. Listening to and responding to feedback from AMHPs with respect to the challenges they encounter, and areas of training needs they identify is a key element in the support provided.

In response to feedback the council have extended peer reviews to develop reflective practice; provided protected CPD time to enable practitioners to meet the requirements of MHA Regulations; procured relevant training; and enabled access to the regional AMHP Conference in Yorkshire and Humber.

Leeds have looked to address lone working strain and ensured that the work undertaken by AMHPs is reflected in their financial remuneration. They also recognise the importance of personal commitments AMHPs may have in their role as carers, as well as ensuring reasonable adjustments are in place in line with wider council policy, which has enabled workers to remain in frontline practice.

To support with the daily challenges of AMHP work, ongoing debriefs have been developed utilising Microsoft Teams functionality. There is also a clear escalation protocol in place involving Senior Managers in order to address practice issues AMHPs may encounter during their day-to-day work.

The role of Senior Management is vital in ensuring that structural challenges identified by AMHPs are addressed at the appropriate strategic level. Although these may not be resolved, the accessibility of senior management and their willingness to look to try and address these creates a culture in which practitioners feel listened to and valued.

It is recognised that embarking in AMHP practice can be daunting for newly qualified workers so coaching and mentoring is provided by experienced AMHPs. This in turn provides opportunities for professional development for the experienced workers.

The process of reapproval for practitioners every five years has been recognised as demanding in the context of their busy work lives. Support has been put in place to enable AMHPs to complete this, including study time and guidance. This helps to ensure reapproval is achieved and the AMHP is able to continue in practice.

Retention drivers illustrated

Leadership, Belonging, Professional growth, Wellbeing, Flexibility, Recognition

• Designing retention through professional identity, workflow and leadership
• Growing and retaining social workers through apprenticeships and a trainee pod model in Gateshead Council
• Growing, staying and leading as an occupational therapist in adult social care in Manchester City Council
• West Northamptonshire Council: Physiotherapy in adult social care
• Registered nurses in a local authority care home
• How everyday leadership, learning culture and workload decisions can strengthen retention under sustained system pressure