‘Social care reforms need to go further than staff training plan’
RISING COSTS AND WORKFORCE SHORTAGES WILL AFFECT QUALITY OF SERVICES, SAYS PROVIDER
IN ORDER to combat the current care staffing crisis and bed shortages, the government has introduced social care reforms to help rebuild the sector, but the question is – will the proposed reforms be enough?
According to a recent BBC article1, there are 500,000 people waiting for care in England – an astonishing figure. To put it simply, this is because there are not enough carers to fill the demand.
The government has proposed a plan to implement a £500 million pledge for social care workforce training – but what is the point if we can’t get the staff in the first place? They need to build on this proposition, by developing a workforce strategy that provides a clear roadmap on how the reform will be delivered and outlining how exactly care providers can recruit and retain staff.
In addition, although many consider the implementation of a new means test (with a cap of £86,000) to be greatly beneficial to families across England, daily living costs (DLCs) aren’t accounted for in the amount. The contribution is just towards care and doesn’t factor in hospitality or hotel services.
With rising costs, where increases are well above the current consumer prices index (CPI) rate, plus a need for more competitive staff pay and a current lack of staff, the budget means that providers will be forced to reconsider the quality of aspects such as wellbeing activities, catering and outings, which goes against the fundamentals of quality personcentred care. It’s also important to acknowledge that DLCs in a care home are always going to be higher than in one’s own home.
Furthermore, there are issues regarding the perception of what is considered a ‘market-standard bedroom’, which only includes an ensuite WC, as opposed to the provision of a personal wet room or shower room. Families will, however, be expected to “top-up” these premium rooms and/or furnishings, which we believe is greatly unfair.
Accommodation is of the utmost importance to residents’ wellbeing, and families should not be expected to pay an extortionate amount to secure rooms that everyone deserves access to. In the drive to ensure cross-infection rates are minimised, it is important
for every resident to enjoy the benefit of having their own personal wet room facilities. In view of the recent Covid crisis, this should no longer be seen as a luxury.
Although we acknowledge that while money is being invested in the social care sector by the local authority, the industry still requires substantial investment to keep up with the current demand, the plan does not come into effect until October 2023, which for some, will be far too late.
There are also some concerns that the proposed reforms will not go far enough in fixing social care (as we feel much of it will go towards NHS repair), nor do enough to factor in unpaid family carers (although this is allegedly going to
be tackled later on).
In addition, the one per cent increase in national insurance (NI) will have the greatest negative impact on our key workers and low-income families who need the support the most. An income tax increase would have been far fairer and more equitable. Economic conditions have already changed since the introduction of the one per cent NI charge. With the CPI index going through the roof and a noticeable change in regional supply and demand ratio for elderly care, surely it’s time to equip local authorities, funded by the local government, to manage this important sector better.
We need to look at how to reform social care holistically, enabling people to live well rather than intervening at the point of crisis. Long-term, sustainable funding is required that considers the whole cost of care, alongside a clear workforce strategy comprising a roadmap to recruit and retain staff.
While the proposed £500m in workforce training is positive, without looking at the whole system and having a clear, joined-up national recruitment strategy, care providers will not have the staff to train in the first place.
Although I have concerns about the future, I also know that one of the things we do have in social care is dynamic people – we always find a way to jump through a hoop. It’s just unfortunate that so many obstacles have been thrown our way. However, if we work together, we will be stronger. ■ Shaleeza Hasham is the head of hospitality and communications at CHD Living, an award-winning, family-owned and operated group of care services comprising 13 residential facilities, two specialist rehabilitation centres and a domiciliary care business.