Help us help others – volunteers needed in time of crisis
Sunrise Senior Living UK and Gracewell Healthcare call for volunteers to help older people during coronavirus crisis. Luxury care home providers, Sunrise Senior Living UK and Gracewell Healthcare are calling on members of the public to help them help others as volunteers needed during these challenging times. As well as the brave, hardworking and committed staff working in the NHS, team members across care homes and other care settings have been going above and beyond to keep older, vulnerable people safe and well. There is now the opportunity for members of the local community to help do their bit too. Natalie-Jane Macdonald, UK CEO said: “Like the NHS, we are looking for volunteers to lend a hand so that we can continue providing the best possible care and support to residents in our homes, as well as people living in the surrounding areas. It’s important we all come together – whether it’s by volunteering for the NHS, or with a social care provider – we can all make a huge difference.” No previous care experience is required. Volunteers would be asked to visit the homes and could help with the following: Assisting with meals and drinks Supporting residents to FaceTime their loved ones Accompanying residents when they go out for walks in the garden Supporting with fun activities (in very small groups) Talking with, reading to and spending time with residents Supporting housekeeping, laundry and kitchen staff as required Collecting prescriptions and medicines as required Care England, the largest representative body for independent providers of adult social care, is also complementing the NHS’ message with ‘social care needs you too’. Read his letter here. Martin Green, CEO at Care England, said: “The adult social care sector too will require the support of the nation in the coming months. We encourage those who are willing and able, to do so by joining the adult social care workforce.” If are you interested in finding out more about Sunrise and Gracewell or volunteering with them, visit the websites: www.sunrise-care.co.uk and www.gracewell.co.uk. For the latest job vacancies click here.
Poor care home staff retention can lead to Special Measures
Helen Fuller, Managing Director at Care 4 Quality, discusses the shortage in care home staff and how a positive working environment can boost staff retention… Research has shown that rising numbers of care homes do not have enough staff to meet people’s needs efficiently (as was the case in 72% of ‘special measures’ care providers analysed); and this is becoming a growing problem. There are of course, multiple reasons for this but the likelihood is, more residential homes are providing care and support for individuals with greater physical and psychological complexities and longevity than ever before. What were historically, fairly localised issues around recruiting care home staff, have now escalated to a national level with many care and support staff still being paid the minimum wage for what is a very physically challenging and emotionally demanding vocation. More worryingly, care managers are constantly tasked with weighing up the level of dependency versus the availability and financial implications of recruiting extra care home staff. The problem is, right now there is no legislation from the regulator in terms of what constitutes safe staffing, which leaves this wide open to interpretation and exploitation. So many factors impact staffing requirements Whilst some care operators argue that set ratios are too prescriptive, on the flipside, the result of having no clear quantifiable system means that induvial interpretation as to what safe staffing actually looks like is very ambiguous and lacks consistency. Although there are a number of recognised tools available to help calculate dependency and quality staffing levels, there are so many other factors that can affect the staffing requirement in a care home. Everything from the building layout, the layout of converted buildings, the mix of available staff skill set to the team dynamics in terms of strength and weakness, will all affect the cohesion and effectiveness of a care team. Increased financial constraint also means that care homes have to be more imaginative when assessing and reviewing their staffing levels. Current trends to manage staffing include using other resources such as volunteers, apprenticeships and management time to fulfil the dependency need however, this does present its own risks certainly around limiting the amount of contingency that can be built into staffing rotas. It also begs the question: what sustainable staffing options do care homes have in place for the future? Developing a sustainable empowered workforce The care sector can only develop a sustainable and empowered future workforce by supporting staff in a positive working environment, with appropriate training, which supports their continuous professional development as well as managing staff mental health and wellbeing. Essentially this is about caring for those who care for others. Reports confirm that a large majority of care workers and one in two care managers, are over the age of 50 years and predictions of a staff shortage is estimated by 2028. As such, care providers must start to formulate plans to foster a robust staffing environment of continuous development and career progression within their workforce. Supporting and encouraging staff to specialise in and champion various areas of the care industry will help to strengthen the quality of service provision while empowering staff to take ownership and to develop their own vocational pathway. It is also imperative for care homes to be able to justify incremental increases in their fee rates and to have the courage to challenge where necessary. Being consistent in special costing requests from Local Authorities and commissioners will make this sustainable longer term. Creating a robust and quantifiable dependency framework that evidences the direct correlation between individual resident complexity/dependency and staff time, can go some way to supporting this. Mind the gap Care provision is such an exciting and challenging sector, one that is ever evolving and totally adaptable. From changing regulations to change of regulator and inspection methods, not to mention changing consumer demand, many care providers have had to diversify their services to even remain viable in the marketplace. Reviewing future sustainable options for safer staffing is an extension of the need for change in the sector. Yet this is a sector to be celebrated in a positive light. Much of the care home headlines are focused on everything that is ‘wrong’ with the industry. Safe staffing matters and there are ways to improve this, it doesn’t seem right that this is open to individual interpretation, the gap is too wide. The sector should work to keep the emphasis on the positive side of care, ensuring that there are enough staff to meet the needs of those receiving care, but also as a welcome support to staff within teams. The unique sense of team satisfaction gained through supporting people in a person-centred way, helps goals and achievements come to life in a real and meaningful way. *Research carried out by R.Drury, S.Bawden, R.Dowson-Wallace, H.Fuller (Care 4 Quality Ltd) Analysis of Inadequate CQC published reports between October 2018 – March 2019.
The future of social care post-Brexit
Stephen Wilson, CEO of Netli.co, discusses the impact which the points-based immigration system could have on social care in the UK. With almost 1/10 of staff working in health and social care coming from the EU, care providers are still unsure what impact Brexit will have on recruiting EU nationals. It is undoubtedly a time of uncertainty: So, who are we to believe in these mixed messages? With needs increasing and capacity decreasing, any loss of staff from the EU would be disastrous. Unfortunately, the government’s proposed “points-based immigration system’ for those from the EU, looking to work in the UK, will not be a support. The largest proportion of the current 122,000 vacancies would fail to meet the points-based criteria, due to the potential salary that care workers receive falling below the level set by the government. Currently, the role of a care worker is not classed as skilled or does not appear on the shortage occupation list. The Migration Advisory Committee (MAC) were asked to consider impacts on, and potential mitigations for, “sectors that provide high public value to society and the economy, but which might not necessarily pay as high wages”. MAC reported that: “The most obvious examples of these might be public sector jobs like health and social care workers and teachers.” However, to date there has been no response from the UK Government if a mitigation strategy for health and social care workers will be introduced. With so much uncertainty you may be surprised to learn that care companies access Brexit grant support has been pulled. This leaves the most vulnerable in society at risk of losing their care packages as care providers struggle to navigate the impact of the Brexit transition. More so than ever, recruitment must go on, that is why Netli have been in discussions with Scottish Government to support a national recruitment campaign. This includes CareJob.co, the first job board from advert to recruitment specifically for the health and social care sector. Additionally, Netli are hoping to support in these challenging times by providing free services for HSCPs, NHS, Local Authorities, Professional and Representative Bodies and Trade Unions. Whilst we can’t predict the exact impact of Brexit we can prepare. With support and guidance any health and social care provider can weather this perfect storm.
‘Until society sees social care differently, we won’t solve the real crisis in the sector’
There’s no doubt that the social care sector needs a major overhaul. But until society stops seeing care work as a second-rate profession, we will never solve the biggest issue – the workforce crisis, says Victoria Sylvester, Director of Acacia Training. Earlier this year, MPs called for a radical overhaul of the social care system in Britain. Recommendations included the mandatory registration of all care workers, overseen by a governing council, and the creation of a National Care Service. The proposals, published in a new report by the All-Party Parliamentary Group on Social Care were long-awaited after months of headlines about the ‘chaos of the care system’. Reports of half a million unqualified and untrained people working in the care sector shocked the nation, with many fearing for the safety of their elderly relatives and neighbours. There’s no doubt that stories like these are extremely concerning – and that the sector needs reform – but they also contribute to the negative image of a sector which is already struggling due to chronic underfunding and a major workforce crisis. In this country, social care is seen as a second-rate sector. When you think about it, this is incomprehensible considering that care work is a highly-skilled job which our society relies heavily on. With an ageing population, demand is continuing to increase and it is estimated that the sector will need at least another half a million jobs, and people to fulfil them by 2030. Yet there are currently around 75,000 vacant posts in the social care sector according to the GMB union. Skills for Care estimates that the vacancy rate for care workers is 9.1% – more than three times the average for all jobs. We are already seeing the impact of Brexit, with fewer EU workers entering our care sector. Attracting people to the sector has never been more critical and what we need now is incentives, not barriers. The cost of regulation For the entire time that I’ve been in the sector there has been talk about registering care workers. From a quality and safeguarding point of view, it’s an excellent idea. Putting it into practice, however, is going to be a challenge. Consider the Nursing and Midwifery Council (NMC). They set the education standards that professionals must achieve to practise in the UK. If nursing professionals don’t uphold the standards and behaviours set out in their code they can be removed from the register. This gives people the confidence that they will receive quality, safe care. But the NMC is primarily funded by an annual registration fee, which all nursing professionals have to pay. Forcing care workers to pay an annual fee on the current salary levels could become a deterrent to people joining the sector. Wages are notoriously low and don’t match the level of responsibility that social care roles demand. Why should they pay to be on a register when they can earn the same wage in a supermarket? Training can ensure high standards and help to engage and motivate employees, but cost can be a barrier here too, both for employers and workers. Fully-funded training can act as a much-needed incentive to attract – and keep – people in the sector. My family founded Acacia Training after struggling to recruit and retain quality staff at the two care homes we own in Staffordshire and Cheshire. Where we can, we proactively seek out funding opportunities in order to deliver training to carers across the UK. This benefits both employers and employees in order to continually improve standards in the sector. Previously all care workers had to achieve a level 2 qualification within two years of joining the sector but now it’s more of a grey area in terms of expectation. We need to set clear, mandatory minimum standards for all care workers. Retention is just as important as recruitment Ongoing training is also important in retaining employees – another area where the care sector is struggling. There is a real lack of progression opportunities for staff. The opportunities are there but they are not visible or accessible to the majority of people. The care sector is hard. Many people who decide to join it aren’t prepared for how physically and mentally draining it can be. Others get disillusioned by the low salaries and lack of progression. Yet every day hundreds of thousands of care workers get up, go to work and do an absolutely incredible job, caring for society’s most needy and vulnerable people and contributing enormously to their health, happiness and wellbeing. So yes, the care sector does need a radical overhaul and the APPG report is an important step in the right direction. But it also needs an image overhaul too. Let’s stop undervaluing the workforce in this sector and instead look at what we can do to motivate and inspire people to love their job and be the best they can be. Let’s celebrate the hardworking and dedicated people who working tirelessly in this sector to make a positive difference. Victoria Sylvester is a registered nurse, owner of two care homes and Director of Acacia Training, which provides apprenticeships, short courses and government-funded qualifications in the health, social care and early years sectors. For more information, visit: www.acaciatraining.co.uk.
What’s stopping millennials from taking up social care roles?
Social Care Alba, a leading care and support provider in Edinburgh, has announced a steep decline (62%) in the number of millennial candidates – aged between 18-25 – applying for roles in domiciliary care. Statistics verified by Novacare, have shown that for the same quarter (April – June) in 2018, 40% of all applications made were by millennials, however in 2019 this has dropped to just 15%. Founder of Social Care Alba comments, “We believe that the reduction of younger candidates applying for a job in domiciliary care is a great part down to lack of awareness. This type of care is particularly invisible to the younger generation as I suppose it’s not something that we think about so much as a young person. “As a leading care and support provider, focusing on innovation, technology and new approaches to care that will allow us and our employees do a better job, is vital. Through a strong drive to innovate we are also really hoping to engage with younger demographics and help bring this group into the sector.” Communication is key in social care recruitment Social Care Alba endeavour to make themselves clearly visible to the younger generations by communicating with them as much as possible, and making them aware of how rewarding and beneficial a career in care can be. They will be exhibiting at the Part-Time Work Fair, organised by Napier University, taking place on 1 November 2019. Nataly Wilson continues: “Care at homework also lends itself very well to those with younger families as hours can be very flexible and job roles can be part-time, allowing candidates to have a good work-life balance whilst earning money and doing something that is very rewarding.” Social Care Alba was established to provide support to people living in their own home. The care and support is based upon core values underpinned by the Health & Social Care Standards. Their vision is one of person-centred support, which incorporates values of dignity and respect, privacy and inclusion, choice and realising potential – as well as safety, equality and diversity. They are continuously looking to the future, planning ahead and anticipating future demands, thus allowing them to recruit, train and plan services in advance with the support and inclusion of staff. For more information visit social-care.org
Brexit recruitment project to support Scotland’s care providers
Service and solution provider for the care industry Novacare has launched a project to support care providers with the recruitment and retention of staff – in preparation for both Brexit and the festive season. The overall aim of the project, which has been approved for funding through Scottish Enterprise, is to identify and address workforce issues in light of the ever-changing EU/Brexit environment. The consulting program has been built specifically for the social care sector as a direct response to industry demand as research showed that 80% of care companies are concerned about how Britain’s exit from the EU (Brexit) will affect their workforce. 100% of those who raised this concern agreed that consulting for recruitment and retention would help them to mitigate some of the risks of Brexit. Recruitment and retention in care: act now Stephen Wilson, CEO and Co-Founder of Novacare comments: “Undoubtedly there is set to be a myriad of issues around recruitment and retention of EU employers from the impending Brexit date of Oct 31st, which is why it’s so important that businesses act now, and ensure that they are fully prepared for everything. “Our consultation project will assist care companies with attracting and sourcing higher volumes of staff, in preparation for a reduction to the usual application volumes which is anticipated to be caused by Brexit and improving the retention of existing staff which will in turn help to mitigate the risks of excessive staff leaving caused by Brexit. “We are already in touch with a number of local authorities across Scotland and we are working with them and supporting them to share the news of this project in their respective regions.” Novacare was founded by care industry experts with the aim of tackling some of the largest issues within health and social care. Ranging from consulting to software development, their solutions are tailor-made specifically for the needs of the care sector. The consultation project, approved for funding through Scottish Enterprise is available to all Scotland-based care providers and various grants are available which cover the majority (if not all) of the cost. Stephen Wilson concludes, “Businesses have a responsibility to understand all of their options and if the pool of staff have diminished already due to Brexit concerns, then it’s imperative that we support the industry by informing them around what processes need to be put into place to deal with staff recruitment and retention effectively.” Find out more at Novacare.
Brexit – a perfect storm for social care
Stephen Wilson, CEO and Co-Founder of recruitment platform Novacare, discusses how Brexit will add to an already critical situation within the social care sector – and why women should be better recognised for their role within the care industry. The Office for National Statistics reports female unemployment fell this year to 3.7% the lowest since records began in 1971. Unsurprising when women account for the vast majority of the 1.75 million people who work in Social Care across the UK. As a sector social care contributes £38.5 billion to the economy in England alone. A figure which continues to rise as the size of the population over 65 requiring support grows. Yet it is a sector with over 110,000 care vacancies, and a turnover of more than 390,000 (30.7%) per year. This crisis in recruiting impacts those waiting to be discharged from hospital and those at home awaiting a care package. So how will Brexit add to an already critical situation within social care? The Department of Health itself estimates that there could be 28,000 fewer workers in the social care sector in England five years after leaving the EU. It also warns that this could have a knock-on effect on women’s participation in the workforce as they move out of paid employment to take on informal care roles. The result of this would be hundreds of thousands of hours’ worth of lost earnings, mainly for women. Given over 104,000 EU nationals and 129,000 non-EU nationals work within the sector, we can’t be complaisant about the impact Brexit and a points-based immigration policy will have. With the UK government’s announcement on 19 August that European Union (EU) “free movement” rules will end immediately if there is a ‘No-Deal’ Brexit on 31 October 2019, new immigration restrictions become more likely. The immediate impact for employers would include: The risk to the social care sector is that visas may only apply to skilled workers with a salary in excess of £30,000. The average salary for a full-time social care worker in England is £9.10 per hour, less than £19,000 per annum. Currently, the most needed group of workers would fall outside of the proposed immigration salary threshold. All of these factors build up into the perfect storm for recruitment into the social care workforce. Conclusion Gender shouldn’t be a factor when it comes to employment, however social care remains predominately delivered by women. This traditionally low paid sector deserves better recognition and reward for the work its staff do. They improve the quality of peoples’ lives day in, day out. Early morning, late at night, 365 days a year in all weather, social care staff make sure the most vulnerable in society are safe. Isn’t it time we worked together to improve their lives?
Social care sector urged to back recruitment campaign
A recruitment campaign run by the Department of Health and Social Care is due to launch in a second phase after an overwhelming response from applicants earlier this year. People working in the adult social care sector are being urged by the Minister for Care to back the campaign –the first phase of which generated a 14% uplift in clicks on the ‘apply’ button for care roles on DWP Find a Job and 97% more searches for jobs containing ‘care’ or ‘care worker’. The next phase of the campaign will run from autumn 2019 to April 2020 with the Department calling for support from providers from across the adult social care sector to advertise vacancies through DWP Find a Job and share success stories. Minister for Care, Caroline Dinenage, said: “The social care sector is crying out for talented care workers with the right values. We’ve seen from the campaign already that there are the right people out there but there is still a huge demand and we must reach out to more people to show them that careers in adult social care can be varied, rewarding and flexible. I’m calling on the social care sector to rally together and lend us their support again to bring to life the true rewards of caring and showcase the qualities needed to do the vast range of diverse jobs in care.” Building on the success of the first phase which ran from February to April 2019, the campaign will continue to encourage and inspire people to consider and apply for jobs in adult social care by bringing to life the mutual reward for both those working in care and those they support, as well as showcasing the diversity of roles in the sector. Providers are being urged to send in case studies of those working in the sector and continue to advertise vacancies both on DWP Find a Job and on local jobs boards. A proven increase in applications for social care roles The campaign promises to make a real difference to providers. One in four (26%) care employers surveyed after the first phase saw an increase in either enquiries, applications, interviews or vacancies filled. By supporting the campaign and helping to bring to life the range of roles available, care providers stand to gain from increased quantity and quality of applicants for their own vacancies. Kicking off with an updated advertising creative that captures both the diversity and reality of working in the care sector, the next phase of the campaign will be promoted across outdoor posters, online TV adverts, radio, social media and digital channels, as well as PR and partnerships activity. This will include two big bursts of activity –one in the autumn and another in January – underpinned by a constant drumbeat throughout the year. An updated campaign toolkit and suite of materials free to download from the website will also be available for care providers to use. The first PR activity burst in the autumn will showcase the values and flexibility of working in care through recruitment events where those considering a career in care work, in particular those with existing caring responsibilities such as parents, will be invited to come for an interview with their children in tow. Two events will be held in London and Southampton, with care providers across the UK also encouraged to hold their own recruitment events – a toolkit to help them to do this will be available. The second burst will build on people’s desire for change and self-improvement in the New Year by showcasing how a new career in care could offer professional growth and development as well as more fulfilment. Beyond these bursts, the campaign will put a spotlight on all the types of care roles available in the sector. This will include a focus on mental health and complex needs, domiciliary care, rural care opportunities, individual employers and personal assistants, shared lives schemes and supporting people with learning disabilities. Skills for Care Interim CEO Andy Tilden said: “We fully support DHSC’s adult social care recruitment campaign, and we want every care provider to get involved as closely as they can supporting these critical efforts to find workers with the right values to take on jobs that offer huge professional and personal rewards. The upcoming PR recruitment events offers a great opportunity to speak to potential employees, showing them the flexibility and pride offered by starting a career in our growing sector, so we are confident providers will jump at the chance to get involved.” Ria Lyon, HR Co Ordinator, from Warrington said of the first phase: “At Making Space we have always used the Find a Job Government website to advertise all our vacancies but have never received many applications. Since the recruitment campaign we have definitely seen an increase through this site and our own website.” Claire, Support Worker at Agincare, who was photographed for some of the adverts in the 2018/19 campaign: “When I originally found out I was going to be taking part in the campaign, I was so excited to be sharing the amazing job I do. Unfortunately, people don’t see all of what is involved in being a carer so just sharing a small part is just amazing.” Can you help boost social care recruitment campaign? If you are a care provider and would like to support the recruitment campaign by sharing case studies, please contact everydayisdifferent@dhsc.gov.uk. Over the coming months the DHSC team will also be sharing activity plans and engaging directly with specific members of the sector to help them best showcase the variety of roles in the care industry. See the social care recruitment campaign website at everydayisdifferent.com and the Facebook page at facebook.com/everydayisdifferent
Gen Z: The answer to care industry staff shortages?
A study conducted last year revealed that the level of vacant roles and turnover rates within the care industry are the highest they’ve ever been. One of the main factors for this is the ageing population – more people are reaching ages 85+ and are suffering from more complex health issues. The higher levels of dependability means the need for social care services is intensifying and there isn’t a large enough workforce to meet this demand. View the study here. The population of people aged over 65 is forecast to increase by 40% by 2035 and as a result, an additional 650,000 jobs will be required to meet this demand. Almost a quarter (24%) of the current workforce are aged over 55 – meaning that they are likely to retire within the next 10 years – a harsh reality that is putting more pressure on staff shortages. So why not target and utilise a younger generation? Enter Generation Z – a generation renowned for their dedication to hard work, loyalty and desire for independency and job stability. As it stands, there are currently over 110,000 vacant roles within the care industry, alongside an estimated turnover rate of 30.7%. The high level of staff shortage is putting the sector in crisis and adding increased pressure on an already overstretched industry. People are entering care at a younger age more recently – whether this be to retirement villages, assisted living or aged care facilities – and employment levels are failing to meet the necessary requirements. So, what can employers be doing to attract and retain staff within the care industry? Gen Zs’ unique traits should encourage employers within the care industry to adapt and explore new avenues to fill worker shortages. In this article, Blueleaf discusses the challenges and potential solutions faced by the industry, what can be done to meet the demands of the staff shortage crisis and how to attract Gen Z to a career within care. Understand recognition is the key to retention It is clear that employers are struggling to find, recruit and retain suitable people to the sector and within specific roles. Recognition is the key to retaining staff – by recognising and rewarding hard work, your workers will feel valued. Feeling valued, recognised and respected is within some of the top reasons for employers staying at their current place of work, so is definitely an aspect to take advantage of. Unlike millennials, who enjoy working collaboratively as a team and sharing successes, Gen Zs prefer to be judged on their own achievements and have their individual talents recognised and showcased. Ditch zero-hour contracts and agencies A quarter of the workforce (25%) were on a zero-hours contract (335,000 jobs), and as Gen Zs crave job security, this is not an appealing aspect to them. Not only do zero-hour contracts encourage a low sense of commitment and collaboration amongst workers, they also offer a huge income risk and uncertainty of what a worker will earn month to month. Due to such a high level of staff shortages, many care establishments are turning to agencies for temporary staff. This is an expensive and tedious process and one that can be avoided with sensible hiring decisions. According to Thomas International, the average cost of recruiting a new employee is circa £30,000, so is a large cost in an industry with such high turnover rates. Recruiting and retaining competent staff will not only reduce costs, but will boost productivity. If people within the care industry work hard at repositioning it as a rewarding and viable career options amongst Gen Z, the need for zero-hour contracts and agency staff will slowly deteriorate; which will reduce costs and boost productivity. Provide relevant training for the care industry In addition to offering permanent and stable working hours, Gen Zs are also looking for an employer who can provide structured career progression. This generation has grown up in a world where everything is customisable; through the click of a button, they can identify their personal preferences and mould their experiences to suit these and this is an attribute they are looking to adopt within their career. As well as feeling recognised and valued, career growth, learning and development is an important factor amongst talented employees – so promoting this within a care career amongst Gen Zs is advantageous. Gen Zs are less money-driven than millenials and are looking for more than just a salary, making them the ideal candidates for a role within care. They are seeking meaningful jobs which will offer opportunities for advancement alongside the opportunity to learn new skills. Consider the benefits of utilising software solutions This generation is more tech-savvy than their millennial predecessors, so take advantage of this to enhance productivity. Older generations are reluctant to change and don’t want to switch to electronic systems; administrative work hinders employees’ ability to focus their attention on residents, but certain software solution systems have the ability to strip out old paper-based processes. Adopting and implementing cloud-based solutions and other forms of technology to enhance productivity, encourage employee well-being and increase productivity is definitely something to consider. Care management software solutions can help to reduce the pressure on employees by assisting with budgeting, day-to-day care planning, new client assessments, electronic care planning and record keeping. Additionally, adopting an online HR management system will provide your employees with access to essential information they need, as well as the ability to request and amend records – a valuable perk that makes a huge difference to productivity. Whether it’s requesting annual leave, swapping shifts with colleagues or recording absences, online systems will allow for enhanced efficiency. Gen Zs desire the flexibility to structure work around their lives and have the ability to take time off for a family emergency without having to go through a tedious process. The staff shortages aren’t just related to direct care roles, which make up 76% of jobs within adult social care, there are many vacancies within
