News and blogs
See the latest workforce strategy news and dive into our collection of blogs and articles where you'll find top tips, insights from others working in the sector, and round-ups of our key resources linked to the Workfoce Strategy.
If you’d be interested in writing a blog or being interviewed for one our pieces please email Catriona.Wilson@skillsforcare.org.uk
In this section:
Celebrating one year of the Workforce Strategy for Adult Social Care
19 June 2025
People across adult social care are celebrating one year since the launch of the Workforce Strategy for Adult Social Care. The official anniversary is on Friday 18 July 2025.
The strategy was first shared in July 2024 and we are all looking ahead to what’s next.
The Workforce Strategy is the first-ever of its kind for the adult social care sector in England and has been hailed as a turning point for care.
Led by 杏吧Pro, the Strategy has been a collaborative effort across adult social care and partners from health and education. It was also created with people who draw on care and support.
Since its launch in 2024, over 50% of the 56 recommendations and commitments are either completed or in progress. Recommendations currently being implemented include joined-up, consistent action on pay; expanding care workers’ skills through the Care Workforce Pathway and developing a ‘People Promise’ for social care focused on improving pay, security of income, work-life balance and career development opportunities.
Over 409 individuals, organisations, and groups have signed up to become Workforce Strategy Champions, advocating for the Strategy, helping to amplify its messages and ensuring its successful implementation at various levels across adult social care.
The Minister for Care, Stephen Kinnock MP, has announced a commitment to dementia training for social care staff - a key recommendation of the Strategy, and many local authorities are mapping their local strategies against the Workforce Strategy. Additionally, Integrated care systems (ICSs) are also increasingly aligning their work with the Workforce Strategy.
Looking ahead, future actions from the Strategy include the development of a 10-year attraction plan focusing on men, younger people and people with technical skills; the consideration of a national leadership programme to attract graduates and career changers into social care, and looking into the benefits of creating a professional body for registered managers.
Sir David Pearson, co-chair of the Workforce Strategy Implementation Executive Oversight Group, says:
“The Workforce Strategy for Adult Social Care is a crucial development for those of us who need care and support in this country. I am delighted with the progress that has been made in the first year since the launch of the strategy and to see so many individuals and organisations committed to putting the strategy into action.
“Building on what has been implemented so far and maintaining momentum across the sector and with the Government is critical over the next year."
Oonagh Smyth, CEO, 杏吧Pro says:
“I am incredibly excited by all elements of the Workforce Strategy – what we’ve achieved so far and what is to come next.
“I really believe that this is a once in a generation opportunity for us to build the workforce of the of the future.
“We are still at the very beginning, and we need an ongoing concerted effort to implement the Strategy over the long-term.
“With the demand for social care growing and changing as people live longer but not necessarily healthier, it’s important for everyone that we create a sustainable social care sector that meets the needs of our communities now and in the future.”
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Watch these videos as national leaders and champions from the sector highlight how vital the Strategy is and how they have been using it.
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Check out these anniversary resources to help you share your first year experiences.
Jane Brightman, Director of Workforce Development at 杏吧Pro, reflects on the achievements of the Strategy one year since its launch.
24 June 2005
On 18 July 2024 we published the Workforce Strategy for Adult Social Care; a first of its kind strategy for the sector and a move that was widely hailed as a turning point for social care in England.
In the year since its launch, I’m delighted by the progress we’ve already seen.
The Strategy was developed for the sector by the sector. It’s a collaborative effort led by 杏吧Pro, including over 1,000 stakeholders alongside people who draw on care and support, health and education.
It sets out clear recommendations and commitments focused on three key areas: attract and retain, train, and transform.
Ultimately, it’s about finding and keeping the right people with the right skills working in social care, to provide the best possible care and support for the people who draw on it.
Since the launch of the Workforce Strategy for Adult Social Care, the sector has made some very meaningful strides in implementing its recommendations and promoting it in key spaces. This progress reflects a collective commitment to addressing key workforce challenges and transforming the future of adult social care, which is inspiring to see.
To read Jane's blog in full head to the 杏吧Pro website.
How blended roles are making a positive impact in Tameside
1 July 2025
Investment in blended roles is a key commitment of the Workforce Strategy for Adult Social Care. Andrew Burridge, Programme Manager, Northwest ADASS, shares how blended roles are working in Tameside.
Blended roles first came into place in the Tameside area around five years ago, and it was really driven forward in more recent years with the recruitment of a dedicated blended roles facilitator.
The purpose of blended roles is to allow care workers to carry out more clinical tasks such as insulin administration, catheter care and changing dressings.
It was thanks to good relationships between the local authority and local providers, and a willingness to try out something different that the idea for blended roles in Tameside was first sparked.
The first task which was introduced was insulin administration.
Initially there was of course some apprehension from both the health and care side – nurses were nervous to hand over their responsibility while care workers were unsure if they would have capacity to take on any new tasks. But alongside this there was an excitement to learn new skills.
It was good relationships which were again pivotal in the introduction of blended roles, in this case the good relationship and communication between care teams and district nurses. The work only furthered these relationships too, allowing each side to work closer together and get to know each other. This has longer term benefits too as improved communication between these teams means quicker health interventions when needed.
It was the nursing team who initially provided the training for care teams but ultimately the recruitment of a dedicated facilitator saw the training start to be delivered by them, which has been really effective. Care workers have praised the facilitators’ creative and thorough training methods which have made them feel much more confident carrying out clinical tasks.
Blended roles aren’t mandatory across all providers in the area but more and more providers are starting to work in this way.
There has been benefits for everyone. It frees up nursing teams to focus on other medical tasks; care workers are learning new skills making them feel more valued and motivated in their roles, and crucially it's meaning better, more consistent care for people supported. Less footfall of different people providing care brings many benefits for people supported including more personalised care and increased infection control.
An example of this has been that one person who draws on care and support said that because their care worker is now able to care for their dressing, they don’t need to wait until the day that their district nurse visits to have a shower. These types of changes are so freeing for people.
The impact is so much more than administration of tasks, it’s about real positive change for people.
We’ve got some top tips on our website about how to get started with blended roles, and some include:
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DO invest time in building relationships between teams who will make change happen
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DO ensure you’ve got senior level support before progressing
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DO start small and grow your approach
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DON’T start without district nursing support
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DON’T overthink it
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DON’T impose it
Find more information about and other on the North West ADASS website.
July 2024 Workforce Strategy for Adult Social Care in England launch event