New Workforce Strategy for Adult Social Care in England Launched

Skills for Care has unveiled a comprehensive Workforce Strategy to revolutionise adult social care in England. Developed in collaboration with sector stakeholders, the strategy addresses critical workforce challenges like high vacancy rates and turnover and emphasises the need for improved pay and training.

Recognising the vital role of social care in the lives of 10 million people and its significant contribution to the economy, the new strategy sets a clear path to meet future demands.

The strategy and report underscore the urgency of these reforms, highlighting the sector’s critical role in supporting the NHS, the economy, and the well-being of millions who rely on social care services. By addressing these workforce challenges, the strategy aims to ensure a sustainable and effective social care system for the future.

Current State and Challenges: The adult social care sector faces a significant workforce shortage, with 131,000 vacancies and a high turnover rate of over 25% annually. The sector needs to recruit an additional 540,000 posts by 2040 to meet the demands of an ageing population and changing health needs.

Economic Impact and Government Collaboration

The social care sector contributes £60 billion annually to the economy, far exceeding its £28.4 billion cost. The strategy calls for collaboration with the government to ensure the necessary investment and policy support. This includes a proposed legislative basis similar to the Health and Care Act to mandate regular workforce assessments.

Key Highlights:

• Current State: The sector faces significant workforce shortages with 131,000 vacancies and an additional 540,000 posts needed by 2040.
• Strategic Priorities: The strategy focuses on attracting and retaining staff, enhancing training, and transforming the workforce.
• Pay and Conditions: Proposes improved pay models, including sector-specific minimum wages and better compliance with the National Living Wage.
• Training and Development: Emphasizes career development, apprenticeships, and competency frameworks to enhance skills.
• Transformational Goals: Encourages integration of health and social care, adoption of new technologies, and legislative support for a robust workforce strategy.

Recommendations, Implementation and Collaboration: The strategy outlines a series of recommendations, including government-led initiatives on pay and conditions, funding for training programs, and support for ethical international recruitment. It also calls for a legislative mandate for workforce planning and the establishment of a central workforce body to oversee implementation.

The strategy stresses the importance of collaboration between the government, local authorities, care providers, and workforce support bodies. It recommends the creation of a central workforce body to lead the implementation and calls for consistent government funding and support. Skills for Care will lead the implementation with a dedicated unit, supported by the Care Quality Commission (CQC) and other stakeholders. The strategy outlines a phased approach, prioritising actions that can immediately boost workforce capacity while laying the groundwork for long-term sustainability.

Strategic Goals:

1. Attract and Retain: Improving pay and working conditions is crucial. The strategy proposes a sector-specific minimum wage and better enforcement of the National Living Wage. It also emphasises the importance of a diverse workforce and includes plans to attract younger individuals and men into the sector.
2. Training and Development: A robust training framework is essential. The strategy calls for continuous investment in training programs, the development of clear career pathways, and the adoption of new educational trends such as microlearning and lifelong learning opportunities.
3. Transform the Workforce: Integration with the health sector is a key focus. The strategy highlights the need for new roles and skills to support integrated care, the use of technology, and innovative care models. It also proposes the establishment of a central workforce body and legislative support for workforce planning.

Pay and Conditions: The strategy outlines various pay models to make social care roles more competitive:

• National Living Wage Compliance: Addressing non-compliance issues and ensuring fair pay for travel time could cost approximately £42 million annually.
• Sector-Specific Minimum Wage: Proposals to raise wages to levels such as the Real Living Wage or NHS Band 3 could cost between £2.2 billion and £6.3 billion annually, with significant long-term benefits including increased workforce size and improved wellbeing.

Conclusion:

Co-chairs Professor Oonagh Smyth and Sir David Pearson underscore the urgency of the strategy: “We owe it to those supported by social care today and future generations to get this right. This strategy is a rallying call for all who care about quality care.”

With firm commitments from key partners, the strategy aims to create a vibrant, skilled, and valued social care workforce, ensuring that the sector can meet the evolving needs of society and continue to play its crucial role in the well-being of millions. The Workforce Strategy for Adult Social Care in England presents a comprehensive plan to address current workforce challenges and build a sustainable, skilled, and valued social care workforce. By focusing on pay, training, and transformation, the strategy aims to ensure high-quality care for the growing and diverse needs of the population.

For more detailed information, you can read the full Workforce Strategy for Adult Social Care in England.