Jonathan Freeman, Chief Executive at CareTech Foundation outlines details of a new collaborative initiative which will serve as catalyst for meaningful change in the sector.
It’s no secret that recruitment and retention have been long-standing problem areas within the sector, which have been further exacerbated in recent years through the COVID-19 pandemic, Brexit, and wage inflation that most operators cannot match. The increasing strains on the provision of basic care for those most vulnerable are increasingly obvious.
This situation becomes increasingly worrying when we consider that, in the next 20-30 years, the number of people requiring care in the UK is likely to double. It’s safe to say that in the coming years we will see a dramatic rise in the demand for social care, not only in proportion to our ageing population but also in response to increased demand from those with learning disabilities and among those seeking help for mental health or disability-related issues.
The silver lining to the post-COVID strains the sector is witnessing is the increase in public understanding of the contribution that the social care sector makes to society and recognition of care professionals.
In response to these challenges, the Government has set out its plans to reform the social care sector, identifying investment in and professionalisation of the workforce as a key priority. While efforts have, understandably, concentrated on addressing the general recruitment challenges for frontline care workers, there remains a pressing need to attract talent to leadership roles across the sector. Failure to invest in and cultivate strong management and leadership could render recruitment campaigns futile, resulting in negligible change.
Enter the Social Care Leaders Scheme (SCLS), a collaborative initiative developed by the sector with support from various organisations including the CareTech Foundation, Anchor Hanover, Kent Council, Hallmark Foundation, and Rayne Foundation. The Foundation collaborated with a Steering Group, chaired by Professor David Grayson CBE and involving senior leaders from across the sector in the development of the Scheme. And we talked to scores of individuals at all levels right across the sector and beyond.
The Scheme aims to address numerous issues and inefficiencies within the sector, such as poor terms and conditions as well as low morale. The Scheme aims to be a catalyst for meaningful change, alleviating pressures on the sector. How does it propose to achieve this? By leveraging proven recruitment models akin to the Teach First approach in education, bringing in to the sector a new cadre of leaders of the future.
The Scheme is designed to attract, train, develop, and retain graduates into the social care sector. The Scheme is focused on talented graduates and Level 6 Apprentices who align with the core values of social care and who are rooted in the social purpose of our sector. The Scheme aims to fast-track participants through leadership development, enabling them to become Registered Managers within two years, a post which has been identified as crucial for attracting and retaining quality staff. Participants will then receive support to advance into senior positions, creating a talent pool capable of leading and shaping the sector for years to come.
“Turnover rates are too high as people aren’t properly trained for leadership roles and the pressure is too much. Traditionally the RM roles are filled by experienced care workers, but they are not experienced managers and don’t enjoy the role or the pressure. We need a new way of training people specifically for the role”.
Professor Martin Green OBE, Chief Executive, Care England
Following the publication of initial proposals a year ago, we recently undertook a comprehensive review, including a validation process, which reaffirmed widespread support for the Scheme whilst identifying areas for enhancement, such as the need for standardised training and a recognised qualification pathway.
Informed by development insights and stakeholder feedback, the proposals now include a proposition for an expansive pilot programme to test the scheme’s efficacy and viability. Under the proposed pilot programme, spanning two intake cohorts of 150 participants each year, the Scheme will undergo comprehensive evaluation. While the immediate focus is on recruiting and nurturing 300 talented graduates, the long-term vision aims to scale up to accommodate up to 500 participants annually.
This updated proposition, presented to both the Secretary and Shadow Secretary of State for Health and Social Care, emphasises delivering value for money while nurturing visionary leadership.
The Social Care Leaders Scheme represents a brave endeavour to reshape social care leadership, fostering excellence, innovation, and inclusivity. Through collaborative efforts and dedication, this initiative stands poised to chart a transformative course, ensuring a brighter future for the social care sector and the communities it serves.
If we are truly to face up the recruitment and retention challenges in social care sector, more of the same is just not an option. We need a big, bold, disruptive approach. The Social Care Leaders Scheme offers that change.
@jonathanfreeman @CareTechFdn
caretechfoundation.org.uk
