Social Care Services in Ireland have undergone significant changes most notably with passing of new regulations that have to a large extent influenced the professional advancement in Social Care sector. In light of the extensive developments in the sector, emerging issues have acted to bring pressures to the sector among them budgetary constraints creating management as well as care provision challenges. Moreover, the emergence of ‘for-profit’ organizations has also affected how care provision is being delivered in the Social Care sector.
Budgetary constraints
Budgetary constrains have significantly affected social care provision in Ireland. Studies have revealed that there exists a sharp difference in the finances allocated to the social care sector and the increasingly rising demand for social care in the country ( Sepulveda 2015, p.844) . The mismatch in funding and demand has had critical implications resulting to struggling of the social care sector to provide an effective and safe social care standard. Research into the budgetary constraints is indicating possibilities of reducing the deficits given that increasing deficits are reducing the effectiveness with which social care provision is being undertaken.
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‘For profit’ organizations
Moreover, the increasing number of ‘for profit’ organizations within the social care sector is working to boost the quality of care accorded to service users. The organizations are acting as an emerging trend whose positive contribution to the sector cannot be downplayed. Such organizations are increasingly exhibiting abilities to motivate social care workers through better remuneration and improved budgetary allocations in comparison to the government organizations. Subsequently, policy changes should be implemented to ensure that such organizations thrive to boost the current state of the social care sector ( Dean 2014, p.35) .
Declining workforce
Additionally, studies are pointing out to a declining number of social care providers. Reducing workforce is bent to increase the amount of pressure on existing Social Care providers. Increasing pressure due to workforce employee is creating declining morale on the Social Care providers making it challenging to meet the increasing demand for social care.
Solutions
Varying solutions have been put forward with the ulterior aim of improving the Social Care sector. It can be argued that improving Social Care in light of the numerous challenges facing the sector is bound to call for exceptional leadership ( Sepulveda 2015, p.856) . First, it is paramount to provide a solution to the challenging budgetary constraints. It is important to enhance lobbying for increased funding for the Social Care sector. Moreover, financial prudence and ability to plan adequately will be required of the sectors’ leaders and managers to ensure that budgetary allocations are well utilized to improve the sector.
Furthermore, need arises to improve the working conditions of social care providers. Repeated studies are indicating that unless the sector’s working conditions are improved, the sector stares at a blurred future that is unsustainable ( Dickens 2016, p.44) . Proposed improvements within the sector include the need to offer better remuneration to workers while showing them more value to enhance their productivity. Furthermore, there is a need to recruit more social care workers to lessen the burden borne by the diminishing workforce at the present thus boosting morale among workers. It is paramount to adopt training for managers, leaders, and workers within the Social Care services sector. it is worth noting that training stakeholders in the sector will be pivotal in enhancing the quality of services provided to service users by improving productivity of care providers.
References
Dean, H., 2014. Welfare rights and social policy . Routledge.
Dickens, J., 2016. Social work and social policy: an introduction . Routledge.
Sepulveda, L., 2015. Social enterprise–a new phenomenon in the field of economic and social welfare?. Social Policy & Administration , 49 (7), pp.842-861.
