The future of social care depends on a skilled, valued workforce, sustainable funding and an unwavering commitment to helping people live independently and flourish. That’s the message from Angela Murphy, Chief Executive of FitzRoy and a member of our Care Advisory Board, who believes the sector’s greatest opportunity lies in delivering consistent, outcome-focused support that empowers people to be active members of their communities.
As a member of our Care Advisory Board, Angela brings an operator’s perspective to the challenges and opportunities shaping the sector.
The Board brings together senior care leaders to help inform the development of the Care Forum and Care Briefing, sharing insight into the issues facing providers and helping ensure the event, its content and wider community reflect the priorities of those working across care.
In the second of our Care Advisory Board Q&A series (read our Q&A with Bira’s Neil Chatsworth here), Angela discusses the challenges facing the care workforce, the need for fairer funding, what compassionate leadership looks like and how technology and AI could give care professionals more time to focus on what matters most: the people they support…
What do you see as the biggest operational challenge facing care providers right now, and what needs to change to address it?
Our workforce remains the single biggest challenge facing care providers. We need a well-trained, highly skilled workforce that is appropriately rewarded for the complex and valuable role it undertakes. If implemented effectively, the Fair Pay Agreement could go some way towards addressing this challenge.
The Government could also reconsider the decision on Employer National Insurance Contributions, which has had a significant impact on the voluntary sector. The resources required to absorb those additional costs could have been better invested in improving staff pay, development opportunities and training.
Where do you think care providers have the greatest opportunity to improve outcomes for residents and service users over the next few years?
The greatest opportunity lies in delivering high-quality, consistent, outcome-focused care. A truly person-centred approach that builds resilience, promotes independence and enables people to live gloriously ordinary lives will make the biggest difference.
Care providers should focus on supporting people to be active citizens within their communities, ensuring they have the opportunities, relationships and support they need to live fulfilling lives.
How do you think technology and AI should be used to improve care, and where should the sector be cautious?
Technology can be a powerful tool for enhancing people’s lives and promoting independence. It can help care providers operate more efficiently, reducing administrative burdens and enabling staff to spend more time delivering care and support rather than completing paperwork.
However, the sector must be cautious around data protection, information security and the risk of AI-generated inaccuracies. AI should support decision-making, not replace professional judgement. Used responsibly, AI has the potential to transform the way care is delivered and managed, but it should never replace the value of human relationships, compassion and meaningful interaction.
What does good leadership look like in care today, and how can organisations develop the next generation of care leaders?
Good leaders are compassionate, authentic and create the conditions for people to thrive and live their best lives. They have a clear understanding of what good outcomes look like and consistently role model the behaviours and values needed to achieve them.
Leadership in care is about much more than compliance and financial management. It is about creating a positive culture, embedding strong values and empowering others to succeed. Developing the next generation of leaders requires organisations to invest in mentoring, learning opportunities and succession planning, while giving emerging leaders the confidence and support to grow.
If you could change one thing about the way the care sector currently operates, what would it be, and why?
I would change the way the sector is funded. There is still too much inconsistency and a lack of transparency and fairness in how funding is allocated.
Everyone working in social care wants to deliver outstanding services, but that can only be achieved when providers are funded at levels that reflect the true cost of care. Fair and sustainable funding would enable organisations to recruit and retain talented staff, offer competitive salaries and invest in the high-quality training and development that people deserve.
Looking ahead three years, what change or development do you think will have the biggest impact on care providers?
Technology and AI will have the greatest impact on care providers over the next three years. Used effectively, they can help organisations operate more efficiently, reduce administrative pressures and provide better access to information and insights.
Most importantly, they can free up more time for staff to focus on what matters most: delivering high-quality, person-centred support and achieving meaningful outcomes for the people they serve.
Join the Conversation at the Care Forum
The Care Forum brings together senior care-sector professionals and relevant solution providers for focused one-to-one meetings, peer discussion and insight into the challenges and opportunities shaping care provision.
The Care Advisory Board helps ensure those conversations remain grounded in the realities facing providers, from workforce and leadership to technology, regulation and changing care needs. Click here if you would like to become part of the Care Advisory Board.
For care leaders looking to share experiences with peers, explore new approaches and meet suppliers supporting the sector, the Care Forum provides a focused environment in which to continue those conversations.
