When we look at leadership in management modules, we assert the importance of managers, directors, CEOs and owners, but in social care we must draw the distinctions between tiers of responsibility and demarcations of authority. Clearly, we must have a system which recognises where decisions have to be made, where those decisions rest, and how the foundations of success lock together to build the pathways of successful delivery within individual care services.
The Social Care sector has faced many challenges for decades. The definition of what we mean by social care in 2020 bears little or no resemblance to what was described in the National Assistance Act over 70 years ago. The service was set up to support people who no longer wanted to live alone and who had needs which did not require acute interventions or clinical support.
The purpose was one of aged retirement services where there was no consistent friends or family support available, and where day centres, home help and meals on wheels were not enough to ensure that the individual felt safe in their own home. Additionally, if the impact of loneliness was such that the mental and physical well-being of an individual was being compromised, then the need for peer support was assessed as being critical through care settings
The transformation of social care as a service delivery model has been reshaped because of the increased needs of the population we serve. We have moved from a retirement home model to clinical support models within a period of some four decades, and our workforce has risen to the challenge without any formal recognised qualification or acknowledgement.
We have had to redefine our roles ourselves based on the profiles of the people we care for, and upskill our workforce accordingly, which has demonstrated the leadership within the sector and the strength of the commitment of all who work in it.
REASONS TO CARE
Perceptions of social care as a career are challenging as we do not have a pathway through nationally recognised qualifications, and yet our workforce has had to demonstrate the same skill set as the Health Care Assistants (HSC) in the NHS. The career divide is also one which extends to terms and conditions and of course the pay scales, which in turn create a lack of parity in status and value.
It has to be recognised that Social Care is much more than older people’s care, yet that is what is focused on most. Not only do we employ more people than the NHS but Social Care also have more beds in our services. Furthermore, there are multiple roles which often receive little or no attention or recognition but are crucial to the success of every service. It is therefore important that when looking at career options in social care we need to keep an open mind, play to our greatest strengths and widen our vision.
The golden thread that is an essential element in social care is compassion, a foundation without which we cannot create the models of care we need. Whether the role is in catering, housekeeping, gardening, therapy, administration, or an activities coordinator, care assistant, manager or proprietor, without this golden key of compassion you will not be able to fulfil the role. We care for some of the most vulnerable members of our society with very challenging and complex conditions. The only similarity in their circumstances will be that they all need care and support.
Every person in receipt of social care has a unique set of needs; the people who chose to support them must in turn also be unique themselves. Compassion goes across all cultures and ethnicities so it cannot be claimed to be rooted in any one set of people. That said, people from BAME backgrounds often have strong cultural traditions around the importance of the care of elders, often brought about by inter-generational family structures. However, as times have moved so have cultural expectations, and pressures on family life often requires that both partners work.
We therefore cannot assume anything, and it is imperative that we focus on personal qualities of individuals considering a career in social care above all else.
A MATTER OF CHOICE
It is often noted that social care is not seen as an occupation of choice by Asian communities and those who do will consider social work or nursing rather than social care. This could be due to the fact there is no national qualification which leads to a professional pathway, which parent and peer pressure can direct individuals towards. We also know that many Afro-Caribbeans are drawn towards social care roles within their localities and have deep rooted respect for caring for elders in their society. The fact remains, that as a sector, we have over 112,000 vacancies at any given time; an indication that social care is not a career of choice for all.
So, how do we address this in a way which will ensure we meet the growing need for social care projected by Skills for Care in their State of the Sector report? They predict the need for an additional 500,000+ care workers over the next decade or so. We must look at the roles within the sector and how they are perceived, and assess against the reality of what they are. We know that the status of social care is hampered by the fact that there is no clear career pathway and yet it can be a unique apprenticeship to so many roles in health and other industries and sectors.
We should work towards a stable professional workforce rather than a transient one. The only way to do that is to create a professional pathway which recognises the status and value of the sector. Once we make this shift we will start to see leadership roles being recognised and role models emerging. Without this, how do we encourage those who may be seeking employment to see it as a career of choice?
We also need to be able to acknowledge leaders in social care as role models to increase understanding of the sector’s contribution in keeping people safe when all else has failed them. The Social Care sector is the parachute which opens wide when you need it. It breaks the fall which could cripple you, and then provides the services to support you within safe environments where a skilled, competent and confident workforce will be there for you. To deliver the care required we need strong committed leaders inspiring a generation of Carers to continue to evolve with the role.
LEADING THE WAY
Without recognised leadership our sector will continue to struggle for the recognition and value it deserves. The value of our roles will only come when we ourselves believe that the work we do is crucial and we no longer subscribe to ‘just’ being a carer!
What do we mean by the term ‘leadership’? Is it a practical skill or is it a role? There are libraries full of definitions and strategic analysis on the topic of leadership ranging from a directive role to one of working within teams. A good leader will motivate their team towards a vision which they recognise, embrace and develop, which gives them full ownership of the tasks in hand. An exceptional leader directs not dictates on the basis that every individual in the team can reach their full potential within the organisation and the wider sector.
If you google the word leadership you will get 479 million results, with each definition being unique in some way. Here are a few of my favourite ones:
‘A leader is best when people barely know he exists…’ – Lao Tzu
‘You don’t need a title to be a leader’ – Mark Sanborn
‘Leadership is the capacity to translate vision into reality’ – Warren Bennis
I find the notion of an ‘invisible’ leader interesting… it implies that the person is an integral part of the team and so they are leading from within.
When we look at social care can we identify the leaders who inspire us to follow, develop and evolve, or are we perceived as a task driven workforce? When was the last time we heard someone talk about the value of the social care workforce before the pandemic thrust a light on care homes? Pre-pandemic we had 120,000 vacancies in the sector and we were fighting for the rights to employ a migrant workforce to fill the gaps post Brexit; but the lack of understanding at government level has set a pay rate which care providers cannot offer based on the fees received within the sector. With the current level of unemployment we are being encouraged to recruit from the domestic workforce, which is always the preferred option, but not everyone can deliver exceptional care to some of the most vulnerable members of our community. So, quite frankly, to assume that anyone can slip into the role is insulting to the dedicated 1.5 million people working in the sector at the moment.
In a multicultural nation like ours, we are caring for vulnerable people of all ethnicities, so we need to encourage a workforce that will also reflect that. We must not only create pathways to a career that will be equal to those in the NHS but also recognise the skills of our workforce through pay and conditions. A career in social care should enable every individual to reach their full potential through a structured qualification agenda but also open new horizons which will enhance the experience.
We can do this by inspiring great leadership role models in every facet of the service, who in turn will create exceptional teams within their services, who will become role models in their own rights.
Supporting the independent care sector
Supporting care homes
Supporting home care providers
Representing at a national level
https://nationalcareassociation.org.uk