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Introduction

The care workforce pathway sets out the knowledge, skills, values and behaviours needed to work in adult social care in England. It provides a universal career structure for the sector’s 1.5 million workers - the first of its kind.

The pathway is co-developed by the Department of Health and Social Care (DHSC) in partnership with Skills for Care, care providers, workforce representatives and people with lived experience of care.

The pathway now covers 18 role categories, incorporating nearly all roles in the sector that are not regulated health or social work roles:

• new to care
• care or support worker
• activity co-ordinator
• enhanced care worker
• care technologist
• personal assistant
• supervisor or leader
• practice leader
• deputy manager
• registered manager
• nominated individual
• corporate management
• learning and development practitioner
• quality assurance lead
• administration
• catering
• domestic
• maintenance

Since the pathway was first published in January 2024, employers who have implemented it have reported:

• more confident managers
• staff feeling more valued and clearer about their development
• more consistent appraisals
• improved recruitment and retention
• reduced workforce churn

Tools and resources to support organisations looking to adopt the pathway are available in the .

Background

Adult social care workforce transformation

The adult social care sector employs around 1.5 million people, providing vital support to people of all ages across a wide range of conditions and settings.

The government is working to reform adult social care, with the longer-term aim of establishing a national care service, based on higher quality care, greater choice and control, and more joined-up health and care services. This includes making the sector a more attractive place to work and build a career.

Workforce reforms include:

• the care workforce pathway - a universal career structure setting out the knowledge, skills, values and behaviours needed across all roles in the sector
• the fair pay agreement for adult social care, backed by £500 million of funding
• investment in training and qualifications through the Learning and Development Support Scheme (LDSS)

Together, these reforms are intended to ensure care workers are recognised as professionals, supported to develop their skills, and able to progress their careers - whether as team leaders, managers or into regulated roles such as nursing or social work.

An independent commission on adult social care, led by Baroness Casey, is also under way. It aims to build cross-party consensus on longer-term reform of the sector by the end of the decade.

Neighbourhood health - a joined-up health and care workforce

Care workers play a central role in new neighbourhood health arrangements, which aim to keep people well and support them to live independently at home. Because care workers often know the people they support best, they are well placed to spot changes in health and care needs early, enabling timely intervention and reducing the need for hospital admission.

Under neighbourhood health arrangements, care workers will work as part of integrated neighbourhood teams alongside NHS professionals and other local partners. They will contribute to person-centred care planning and play a stronger role in prevention, early intervention, rehabilitation and recovery.

The pathway should enable the identification and development of new care roles and skills emerging through neighbourhood working. The pathway provides a practical tool for local workforce planning, helping employers and system partners identify gaps, shape new roles and build the skills needed to provide integrated, neighbourhood-based care. In doing so, it can support clearer development and progression opportunities for the adult social care workforce as part of a more integrated health and care system.

Understanding the care workforce pathway

The pathway has been extended further and now covers people in both direct and supporting role categories. Together, these incorporate nearly all of the unregulated workforce who contribute to the quality of adult social care, whether directly or indirectly.

The role categories are designed to be relevant across the sector, and each can cover a range of roles and job titles - reflecting the diversity of the sector and the fact that different organisations may use different titles.

Direct role categories

New to care

Would normally have been in their first care role for up to 12 months.

Care or support worker

Established in their role, they have consolidated their skills and experience.

Activity co-ordinator

Supports people who draw on care and support to lead full, meaningful and healthy lives through the provision of activities.

Enhanced care worker

Delegated healthcare activities by regulated professionals and/or provides specialist condition specific support.

Care technologist

Uses technology to improve care and support, helping people to live more independently and reduce the risk of harm.

Personal assistant

Supports an individual to live more independently, usually in their own home.

Supervisor or leader

Might be a team leader with some staff management responsibilities.

Practice leader

Practises a care specialism and helps others develop theirs, but does not have line management responsibilities.

Deputy manager

Has staff management responsibilities and helps to run the service.

Registered manager

Focuses on regulatory and legal requirements and runs the service.

Nominated individual

Senior individual (for example, a director or manager) who holds oversight responsibilities, supporting governance within their organisation and across the local health and care system.

Supporting role categories

These role categories are described in less detail than others, but they still set out the knowledge, skills and behaviours expected within an adult social care context.

This reflects the relative depth and scope of each role, while ensuring that all roles - whether or not they are directly involved in care provision - are appropriately recognised for their contribution to high-quality care.

Corporate management

Oversees organisational operations, manages resources and ensures services run efficiently and effectively.

Learning and development practitioner

Supports the learning and professional development of the workforce, enabling staff to build skills and progress within their roles and organisations.

Quality assurance lead

Supports continuous improvement by monitoring, reviewing and strengthening the quality of care within their organisation.

Administration

Provides administrative support within adult social care settings to ensure services run efficiently and effectively.

Catering

Supports people who draw on care and support to meet their nutritional needs through the preparation and provision of food.

Domestic

Maintains a safe, clean and welcoming environment for people who draw on care and support.

Maintenance

Ensures care settings are safe, functional and well-maintained for people who draw on care and support.

Suggested learning opportunities

The pathway includes suggested learning opportunities to help members of the workforce develop knowledge and skills within a role or within a specific area of practice. Where identified, these learning opportunities align with the knowledge and skills breakdown for the relevant role category. Some role categories do not currently include associated learning opportunities.

Universal sector values

We commissioned Think Local Act Personal (TLAP) to work with people who draw on care and support to develop a universal set of values for the sector. Values are the beliefs and views that people hold about the importance of something.

The values that have been defined apply across all role categories outlined in the pathway. The intention is for these values to apply across the whole of the adult social care workforce. The values reflect what people who draw on care and support said they want to see in all members of the adult social care workforce.

The values also explain to those considering a career in adult social care the values they must have. The values were shared with representatives from the adult social care workforce to make sure that the values identified by people who draw on care and support aligned with what members of the adult social care workforce think.

Some employers and sector organisations will already have values that meet the needs of their organisation, workforce and people who draw on care, which may already align or partially align with the values set out within the pathway. We do not expect the pathway values to replace existing organisational values where these are working well.

However, we would suggest that all organisations consider how the pathway values might be useful to them - for example, as the basis for recruitment to ensure people considering a role in adult social care can demonstrate these values.

The benefit of using the pathway values is that they have been co-produced with and reflect the lived experience of people who draw on care and support.

Kind, compassionate and empathetic

Be kind, compassionate and empathetic so you can see things from my point of view, with concern for what matters to me, my wellbeing and health.

Honest, trustworthy and reliable

Be honest, trustworthy and reliable so you turn up when you say you will, and provide the care and support we have agreed. Be discreet and confidential to build up a trusting relationship between us.

Respect

Treat me, the people around me and where I live with respect. Respect my values and my choices about the life I want to lead and respect your role to value and uphold my goals.

Courageous and principled

Show strength, courage and commitment to speak out if something is not right or could be better, and to step back when I am exercising my choice and control. Act according to principles of human rights, equity and inclusion and in line with my personalised care and support plan.

See the whole person

Be curious and listen carefully to understand the unique person I am with strengths, abilities and aspirations. Make plans and decisions about me, with me.

Flexible, open and learning

Be reflective, open and non-judgemental so we can learn and adapt how we work together in the longer term.

Proud and positive

Take pride in your work and have a friendly, positive and proactive attitude so we can enjoy spending time together.

Values persona: Ann

Below is an example of a persona where some of the universal sector values have been applied.

Behaviours

All the behaviours set out in the pathway must be set within the context of values outlined above. Care workers should prioritise each person’s own needs and preferences, while actively working in co-production with the person drawing on the care and support.

The values and behaviours will ensure that our adult social care workforce consistently delivers compassionate and person-centred care and support.

Role category structure

Each of the 11 direct role categories outline the following.

What people do in their work

This section outlines the kind of responsibilities someone within the role category is likely to undertake as part of their role.

The behaviours people must show (must do) or be expected to show

Behaviours are the way that values are demonstrated in practice. This section will outline the behaviours required to work within the role category.

These are the things people must be doing in their job. We want to develop universal acceptance of these behaviours as what is expected in adult social care roles.

Knowledge and skills people should have

Knowledge means the things that someone needs to understand to undertake the responsibilities of the role.

Skills are the ability to apply that knowledge in practice.

This section includes the things people should know and the things they should be able to do in their job within the role category.

Specific areas of practice (can do) and suggested learning opportunities

Specific areas of practice

This section outlines the opportunities:

• within the role category to specialise in one or more areas
• to develop within their role or to progress into another role

These are the things people could be doing in their job or in their development.

Where people are working in a setting where there is a particular specialism focus, the knowledge and skills will be a requirement of working in their role. For example, someone working in a dementia setting will need to have specialist dementia care knowledge and skills.

Suggested learning opportunities

These represent an opportunity to develop and specialise within the role category, either to:

• develop a practice specialism
• progress into another role

Suggested continued professional development to develop these knowledge and skills is outlined in this section, both for learning in specialisms as well as additional suggested learning opportunities that may be applicable to all roles.

Role category persona

The persona is a case study of what someone within the role category may be doing in their job.

Links to wider adult social care workforce learning and development

Learning and Development Support Scheme

DHSC launched the Adult Social Care LDSS in September 2024, providing funding for eligible care staff to undertake courses and qualifications, including the new Level 2 Adult Social Care Certificate. The scheme is backed by up to £10 million in the 2026 to 2027 financial year.

Eligible adult social care employers can claim funding for certain training courses and qualifications on behalf of eligible care staff. Funding is available for eligible courses and qualifications that have been completed by the end of February 2027.

The LDSS funds a wide range of courses, training and qualifications to meet the needs of the sector, including:

• a new Level 2 Adult Social Care Certificate - an Ofqual regulated qualification designed to provide a baseline standard of care and reduce the need for repeat training
• over 200 other courses and qualifications, including training on:
  • healthcare interventions to support delegation
  • learning disabilities and/or autism
  • dementia care
  • leadership

Quality assured care learning service

Quality assurance is vital when planning training and development for staff.

That is why we launched the in 2024 to review the quality of individual courses and qualifications delivered by training providers in the adult social care sector.

The service will enable adult social care providers to:

• easily identify high-quality learning and development opportunities
• trust that courses and qualifications, including those funded through the LDSS, will support their training needs

DHSC will be working to identify and include high-quality learning and development opportunities that are quality assured into the pathway.

The pathway is designed to be a foundation which will enable individuals to develop a ‘portable portfolio’ of skills attained both through learning programmes and practical experience within a range of care services, such as learning disabilities, autism or dementia. The pathway will provide an evidenced and recognised platform for career progression and individual learning.

The pathway sets out the steps people can take to build their skills and experience.

It is designed to show how people can progress from new starter through to specialist and practice leader roles and on to potentially becoming a registered professional. It is also designed to show how people can develop skills and experience within role categories - and so it is about more than progressing to more senior positions.

The pathway will make it easier for people to understand the knowledge and skills the workforce needs, and identify the learning and development that will help them develop.

Links with the government’s skills strategy

The pathway is the framework which sets out the knowledge, skills and behaviours of the workforce and articulates a career framework for those working in a variety of roles within adult social care. It seeks to set out in clear terms the shared ambition and vision for the workforce developed through a combination of qualifications, learning programmes and experience.

This enables employers to be ambitious in recognising and developing people’s contribution and providing opportunities for progression and development in a range of specialisms and roles.

Apprenticeships are recognised programmes built around an agreed occupational standard. Each apprenticeship standard is linked to a specific occupation and articulates the things an apprentice must know, do and understand to achieve the overall standard. This is following a period of learning and development both on and off the job and an external assessment of competence.

We have developed the knowledge, skills and behaviours in the pathway to align with the relevant apprenticeship standards, where it is appropriate and helpful to do so. Apprenticeships are also included in the sector learning opportunities for each role category, to highlight options for career development and progression. However, apprenticeships are just one route available to care workers and employers to achieve the requirements of a particular pathway role category. Other programmes of learning and qualifications are also available and referenced within the pathway which may achieve the same result.

We recognise the importance of adult social care training and qualifications and are working closely with Skills England and the Department for Work and Pensions to ensure the pathway aligns and supports the government’s wider sector skills strategy, including the recently published Post-16 education and skills white paper.

Developing the pathway

A call for evidence was published in April 2023 to inform the development of a new care workforce pathway for adult social care. The pathway was first published in January 2024 with 4 role categories. In April 2025, we expanded the pathway to include 4 additional role categories.

During 2025 to 2026, we worked with Skills for Care to expand the pathway to incorporate people in non-direct care roles, including corporate and middle managers, learning and development practitioners, and people in supporting roles such as catering and maintenance.

This reflects our commitment to ensuring the pathway is relevant to everyone who works in adult social care, and that all contributions to care quality are recognised.

Following extensive engagement with care providers, representative organisations, care workers and people with lived experience of care, we added a further 10 role categories to the pathway in July 2026.

For a role to be included in the pathway, the post holder must be directly employed by an adult social care provider. It does not include care workers or other staff employed by local councils or in health settings.

The pathway has been developed to ensure it:

• reflects the realities of receiving or providing adult social care
• builds on existing good practice
• promotes change as well as responds to change
• can grow and develop as our expectations of adult social care change

Engaging with the sector

We have engaged with the adult social care sector to develop all the pathway role categories. Engagement has focused on gathering feedback and insights into how role categories should work and to test emerging role category content.

The content has been tested extensively with stakeholders from across the sector and has been shared with colleagues across DHSC and other relevant government departments and agencies, including the Care Quality Commission and Skills England.

We engaged with the sector in many different ways, including specifically convening focus groups and one-to-one conversations with interested stakeholders. We also made use of existing meetings and networks such as the:

• Skills for Care provider networks
• Digital Reference Group
• National Care Worker Forum
• National Care Forum Care Technologist Community of Practice

We took part in more than 110 engagement sessions across different areas. These sessions helped us to make sure the role categories reflect frontline experience, workforce insight and the realities of care practice. Our expert consultation group also reviewed the role categories to provide extra assurance and challenge based on their knowledge of the sector.

Early adopters

To test the usability of the pathway and improve understanding of how adult social care providers can benefit from engaging with and adopting the pathway, DHSC established a group of early adopters in 2024.

The group comprised around 30 adult social care providers, chosen to represent the diversity of the national social care provider market.

The group has worked closely with DHSC to test the usability and impact of the pathway on care workers’ perception of their careers.

The early adopters testing has generated evidence and learning which has directly fed into the next phase of the pathway. This includes the development of case studies and other supporting resources to facilitate wider sector implementation.

Next steps

The pathway now covers nearly all unregulated roles in adult social care. Our priority over the next 3 years is to significantly increase adoption across the sector so that more employers, care workers and local systems can benefit.

Working with Skills for Care, we will scale up our implementation programme to reach a much greater proportion of the sector. This will include targeted support for selected providers and systems, alongside a wider national offer for organisations not yet directly involved. We will help providers understand how the pathway applies in their specific context and how to make best use of the available resources.

We will use learning from this work to continue improving the pathway, its language and supporting resources. The pathway is designed to evolve alongside the sector, and we will continue to review it regularly in collaboration with the sector to ensure it keeps pace with the changing needs of adult social care and the wider health and care system.

Through wider adoption, we want the pathway to help more care workers see adult social care as a long-term career, with clear development opportunities and routes into more specialist or senior roles.

For employers, greater use of the pathway should support better recruitment and retention, more consistent workforce planning and improved quality of care.

As staff develop the skills needed to meet increasingly complex needs, the pathway will also support more joined-up working between adult social care and health services, helping care workers play a fuller role in integrated neighbourhood teams and contribute to better outcomes for people who draw on care and support.

Pathway implementation

For the benefits of the pathway to be realised, we are encouraging awareness and adoption of the pathway more widely in the sector, building momentum for a greater push on implementation in future years.

Through our funded workforce support programme, Skills for Care is continuing to encourage awareness and adoption.

In 2025 to 2026, more than 125 care providers became ‘pathway pioneers’, with their feedback helping inform insights and updates to the pathway. This is helping to raise awareness and demystify the pathway and improving care providers’ pathway adoption experience.

To test and evidence the benefits of adopting the pathway at a system level, Skills for Care worked with 6 specific interconnected groups of organisations, who are already operating together as adult social care ecosystems, generating practical insights and tools to inform the programme’s broader national rollout and workforce transformation.

To support employers who have adopted, or are in the process of adopting, the pathway, the ‘care workforce pathway network for employers’ was established, providing a collaborative space to share knowledge, best practice and updates on reform - and support implementation across the sector.

The total workforce covered by providers and systems taking part in implementation activity in this period was more than 250,000, exceeding our target of 120,000 of the direct care workforce.

The pathway is designed to evolve and adapt to support the changing needs of the workforce and those accessing care and support. We work collaboratively with the sector, using small, ongoing steps to test, refine and improve the content. It is reviewed regularly to ensure it keeps pace with the evolving needs of adult social care and the wider health and care system.

We are continuing to work with Skills for Care to help more providers and local systems to understand the pathway and the benefits for their workforce. This will include targeted support for selected providers and systems, alongside a wider national offer for those not yet directly involved. We will use learning from this work to continue improving the pathway, its language and supporting resources over time. This work will be supported by clear communications, shared learning between organisations and better use of digital tools, so that managers and teams can access the right support when they need it.

These resources, along with further guidance and information on the pathway, are available in the .

To see the full benefits of the pathway, it will need to be widely adopted across the sector. To promote national implementation, we are also launching a new implementation programme in partnership with Skills for Care.

The programme will identify and recruit the next wave of pathway adopters. It will provide support to adopting organisations, explaining how the pathway can be applied in different organisational contexts. It will also advise on planning for adoption and how to make full use of the available resources. As with the original early adopters, we will take forward learning from the programme into future iterations of the pathway content, language and supporting resources.

Annex: the government’s wider health and care integration agenda

We launched an independent commission into adult social care as part of our critical first steps towards delivering a national care service.

Chaired by Baroness Louise Casey and reporting to the Prime Minister, the commission will work with people who draw on care and their families, staff, politicians, and the public, private and third sectors to make clear recommendations for how to rebuild the adult social care system to meet the current and future needs of the population.

Care and support workers deserve to be recognised and supported for the important work they do. The government recognises the scale of reforms needed to make the adult social care sector attractive, to support sustainable workforce growth and improve the retention of the domestic workforce.

We want adult social care to be regarded as a profession and for the people who work in care to be respected as the professionals they are. Enhancing the skills of staff working in social care is vital to ensure that the care provided is high quality, fair, personalised and accessible. The care workforce pathway is designed to help us meet all of the above ambitions.

The pathway, and the career structure it is developing, is also well placed to support the development of the first ever Fair Pay Agreement to the adult social care sector which we are introducing so that care professionals are recognised and rewarded for the important work that they do.

We have engaged with those who draw upon, work in and provide care and support as well as local authorities, unions and others from across the sector to help inform the design and process of the fair pay agreement. We are aiming to bring forward regulations in 2026 to establish the negotiating body, bringing together employer and employee representatives. We expect negotiations on pay, terms and conditions and other matters such as training and career progression will be held in 2027. Once the body has reached an agreement on how the funding should be spent, the fair pay agreement will be implemented in 2028.

The fair pay agreement is an important part of the government’s new deal for working people. The plan to Make Work Pay sets out a significant and ambitious agenda to ensure workplace rights are fit for a modern economy, empower working people and deliver economic growth. This is a core part of the government’s mission to grow the economy and raise living standards across the country.