Skills for Care Series: Transform

This is the final instalment of my three-part series on the new Skills for Care Workforce Strategy. Having had the privilege of participating in one of the focus groups, I’ve used this series to explore its three core elements, offer actionable steps for providers and managers, and discuss potential changes in the sector.  

For those interested in learning more about the Skills for Care Workforce Strategy or reading the first part on attracting and retaining staff, you can find it here. The second part, which covers workforce training, is available here.

In this blog, I’ll focus on the third and final element: Transform. I’ll outline Skills for Care's commitments, those of its partner organisations, and share my recommendations and insights.

Legislation and mandate for workforce strategy: Recommendations 1-2

1. Mandate workforce planning and strategy

2. Implement workforce planning

Unlike the NHS, social care isn't required to have a workforce strategy. The NHS, under the Health and Care Act, mandates the Secretary of State to publish a workforce plan every five years. It's encouraging that Skills for Care is urging the government to mandate a similar plan for social care. While this may be too complex for the government alone, it would require collaboration between local authorities, care providers, associations, and other stakeholders.

However, I don’t see these recommendations being implemented soon, meaning little immediate impact for care providers. Still, it’s valuable to build relationships with key stakeholders and local authorities and join your local care association. This supports networking, best practice sharing, and meeting the new CQC framework, while preparing you for future changes.

Registration: Recommendation 3

3. Investigate workforce registration

The debate over registering care workers has been ongoing for years, with both pros and cons. During my time as Director of Social Media and Communications at NACAS, we partnered with the Institute of Health and Social Care Management (IHSCM) to research whether the sector wanted a register. The clear outcome was a need, leading to the creation of the Voluntary Care Register, which you can learn more about here.

While mandatory registration may seem far off, I’ve seen how quickly one can be implemented. With Skills for Care now exploring the potential impacts of a social care workforce registration scheme, it's wise to prepare by:

• Including a section in your contingency plan addressing mandatory registration and potential staff loss.

• Informing your team about the Voluntary Care Register and discussing if they'd like to join. This is currently free and could be part of your induction process. These conversations will help you gauge which staff might join a future mandatory register and the potential impact on your service.

Better workforce planning: Recommendations 4-6

4. Attract workers to social care in coastal and rural areas

5. Support ICS workforce planning

6. New roles (2026)

With an ageing population, particularly in rural and coastal areas, it’s increasingly difficult to send staff to these regions due to travel costs, reluctance to commute, and poor road conditions. It’s encouraging to see Skills for Care working with local authorities to address the growing demand in these areas.

The workforce strategy also highlights roles like therapists, and by 2026, Skills for Care will recommend research into emerging social care roles—such as community connectors and discharge coordinators—that could be scaled or developed.

Providers don’t need to wait for these recommendations and can start planning now. Here are some ideas:

Homecare providers: If you serve rural or hard-to-reach areas, consider approaching your local authority or Integrated Care Board to pilot new approaches. For instance, could you offer higher pay, company vehicles, or a bike scheme to attract more staff to these areas? These regions are likely already on the radar, making it a great opportunity to try something innovative.

All providers: Review your current roles and career pathways. For example, could part-time therapists (OTs or physios) benefit care homes? Or could discharge coordinators help reablement services reduce failed discharges? Social care is evolving, and now is the time to envision what that future could look like.

Technology, data and AI: Recommendations 7-8

7. Expand digital skills training

8. Pilot care technologist role 

The 'People at the Heart of Care' white paper revealed basic digital skill gaps in the social care workforce. In response, the NHS Transformation Directorate and Skills for Care developed the Adult Social Care Digital Skills Framework. However, there is still a need for full tech adoption, advanced digital skills, and leadership in senior roles.

By 2025, Skills for Care plans to collaborate with key organisations to broaden access to digital skills training. Additionally, they will explore piloting a new care technologist role, similar to the one trialed by Scottish Care in Scotland.

As a care provider, here are steps you can take:

• Identify digital knowledge gaps across all staff members, as frontline workers may move into senior roles by the time new systems are adopted.

• Review your training matrix to incorporate digital skills development, and seek funding opportunities from local authorities and government.

• Look into the care technologist pilot in Scotland. Scottish Care may be willing to share insights on the role.

• Consider piloting a care technologist role in your service to position your organisation as a leader in Skills for Care’s future work.

• Explore the use of AI in your organisation, both for operational efficiency and improving care outcomes.

• Develop an AI policy to guide its ethical and practical application in your service.

Research and innovation: Recommendations 9-10

9. Evaluation of current research priorities and funding in adult social care

10. Adult social care is prioritised by the National Institute for Health and Care Excellence (NICE)

Research in healthcare shows clear benefits for outcomes, staff wellbeing, and the overall system. Next year, Skills for Care is recommending a stronger research focus in adult social care from government, research bodies, and integrated care systems.

It's encouraging to see a recommendation for NICE to have a greater presence in social care, particularly in making their valuable resources more accessible. Many care providers are unaware of the helpful guidance NICE offers.

While there may be no immediate impact on providers, my advice is:

• Explore the NICE website and incorporate their documents and guidance into team meetings to upskill yourself and your staff.

• Engage in research opportunities when available.

Many providers may already be implementing some of these practices, but there could still be areas worth exploring. I highly recommend creating a document that outlines all the Skills for Care recommendations relevant to your organisation, along with an overview of your current practices and plans for improvement. This will not only enhance your service but also serve as valuable evidence for inspections, demonstrating your commitment to adopting Skills for Care's recommendations and your dedication to continuous improvement.   

For more information on the Skills for Care Workforce Strategy, you can find it here.