Adult social care vacancies have fallen to their lowest level for a decade, offering a welcome sign of progress for the sector. But behind the national headline, care providers are still managing thousands of unfilled posts, high employee turnover and growing demand for support. In East Sussex, the challenge is increasingly about more than recruiting people. It is about retaining skilled workers and making sure reliable staff are available where and when they are needed.
The latest workforce figures provide reasons for optimism. Skills for Care reports that the adult social care vacancy rate in England fell to 6.2% during 2025/26, the lowest recorded since 2015/16. The number of vacant posts also decreased by 10.5% compared with the previous year.
However, a lower vacancy rate does not mean the staffing challenge has disappeared. Approximately 96,000 adult social care posts remain vacant on any given day, and the sector’s vacancy rate is still around three times higher than that of the wider economy.
For care homes, supported living services, home care providers and other health and social care organisations, the operational reality remains difficult. One uncovered shift can place pressure on an entire team, affect continuity of care and increase the risk of experienced employees becoming overworked.
The National Care Workforce in 2026
The overall adult social care workforce has now grown for four consecutive years. During 2025/26, approximately 22,000 additional filled posts were recorded across England. Yet the rate of growth slowed to 1.4%, its lowest point during this four-year period.
At the same time, the population aged over 65 continues to grow by approximately 2% each year. This means demand for care is expected to keep increasing even if workforce growth begins to slow.
| National workforce measure | Latest position | What it means |
|---|---|---|
| Adult social care vacancy rate | 6.2% | The lowest vacancy rate recorded since 2015/16 |
| Vacant posts | Approximately 96,000 | Thousands of shifts and permanent roles still need to be covered |
| Annual reduction in vacancies | 10.5% | Recruitment conditions have improved, but significant pressure remains |
| Additional filled posts | 22,000 | The workforce grew for a fourth consecutive year |
| Workforce growth | 1.4% | Growth is continuing, although at the slowest rate in four years |
National figures relate to England during 2025/26. Source: Skills for Care.
What Is Happening in East Sussex?
East Sussex has its own workforce pressures. According to the latest local market data, there were approximately 19,000 people working in adult social care in the county during 2024/25, with a further 1,400 posts vacant.
The county’s vacancy rate of 6.7% was lower than the South East and England averages recorded in the same dataset. However, East Sussex had a staff turnover rate of 26.7%, higher than both the regional and national averages.
This distinction matters. Vacancies show how many posts are currently unfilled, while turnover indicates how frequently employers need to replace people who leave. A provider can therefore have a relatively manageable vacancy rate while still spending considerable time and resources recruiting, onboarding and training replacement staff.
| Workforce area | Vacancy rate | Staff turnover rate |
|---|---|---|
| East Sussex | 6.7% | 26.7% |
| South East | 7.3% | 25.2% |
| England | 7.0% | 23.1% |
Local and comparative figures relate to 2024/25. Source: East Sussex County Council Market Position Statement.
The East Sussex story is not simply one of unfilled jobs. It is a continuing cycle of recruitment, replacement, training and shift coverage within a workforce that must also prepare for substantially greater demand.
Why Falling Vacancies Do Not Tell the Whole Story
A vacancy rate is an important measure, but it cannot capture every pressure experienced inside a care service. Staffing requirements change from day to day, and even a provider with a full permanent team may need additional workers at short notice.
Sickness, annual leave, training, maternity leave and unexpected increases in the needs of the people receiving care can all create gaps. Nights, weekends and bank holidays may be particularly challenging to cover. Some services also need workers with specific experience in dementia care, learning disabilities, mental health support, neurological conditions or complex care.
When a shift cannot be covered, the effects can spread rapidly across the service. Existing employees may be asked to work additional hours, managers can be pulled away from their usual responsibilities and continuity of care may become harder to maintain.
| Staffing pressure | Immediate effect | Potential longer-term impact |
|---|---|---|
| Unplanned absence | An urgent need to cover a shift | Greater pressure on permanent employees |
| Persistent overtime | Fatigue and reduced flexibility | Burnout, absence and higher turnover |
| Specialist skills gap | Difficulty matching workers to individual needs | Reduced capacity to accept complex placements |
| High employee turnover | Repeated recruitment and onboarding | Loss of experience and continuity |
| Uncovered shifts | Managers must reorganise the rota quickly | Possible disruption to the consistency of care |
East Sussex Must Prepare for Greater Demand
The longer-term figures are even more significant. East Sussex County Council projects that the adult social care workforce required across the county will need to grow by 28% between 2023 and 2035.
The age profile of the existing workforce adds another challenge. Approximately 29% of people working in adult social care in East Sussex are over 55, while only 9% are under 25. An estimated 5,000 workers could reach retirement age during the next decade.
Projected workforce growth required by 2035
Workers expected to reach retirement age within 10 years
Of the local care workforce is currently aged over 55
Of the local care workforce is currently under 25
These projections demonstrate why recruitment cannot remain a reactive exercise. East Sussex needs to attract new people into care, provide meaningful career development and retain the skills of experienced professionals. It must also maintain a flexible local workforce capable of supporting services through periods of immediate pressure.
From Filling Vacancies to Building a Sustainable Workforce
The conversation around care recruitment is changing. Success can no longer be judged solely by the number of vacancies advertised or filled. Providers must consider whether roles offer the stability, flexibility, recognition and development opportunities that encourage good people to remain in the sector.
The national Care Workforce Pathway is intended to support this change by creating a clearer career structure across adult social care. It identifies the knowledge, skills, values and behaviours needed at different levels, helping care work to be recognised as a skilled and professional career.
The pathway now covers a broad range of adult social care roles and is being developed alongside investment in training, qualifications and a future fair pay agreement. These changes could make career progression more visible and help the sector attract people who may not previously have considered a role in care.
Care providers also have an important role to play. Good induction, consistent training, fair rotas, supportive management and opportunities to develop specialist skills can all influence whether a worker chooses to stay.
The Continuing Role of Flexible Local Staffing
Permanent recruitment and temporary staffing should not be viewed as competing solutions. A resilient workforce often needs both.
Permanent employees provide familiarity, stability and long-term relationships. A dependable temporary workforce provides additional capacity when demand changes or an unexpected gap appears. Used responsibly, flexible staffing can protect permanent teams from excessive overtime and help services maintain safe, consistent support.
Local knowledge is particularly valuable. Workers based in or near Eastbourne, Hastings, Bexhill, Hailsham, Battle, Seaford, Rye and the surrounding East Sussex communities may be better placed to reach services reliably and understand the needs of the local area.
What should care providers expect from a staffing partner?
A responsible care staffing partner should understand the requirements of the role, complete appropriate recruitment and compliance checks, consider each worker’s skills and experience, communicate clearly and respond quickly when support is required. The objective should not simply be to place a person into a shift, but to provide someone suitably matched to the service and the people receiving care.
So, Is the Care Staffing Crisis Over?
No, but it is changing.
The fall in vacancies is an important achievement and should be recognised. More adult social care posts are filled, and the national vacancy rate has moved in the right direction. Yet England still has approximately 96,000 vacant posts, while East Sussex continues to experience significant staff turnover and faces a substantial increase in future workforce demand.
The next stage will require a broader approach. Recruitment remains essential, but retention, training, career progression and flexible workforce planning are becoming equally important. Providers that prepare early will be better equipped to protect their teams, maintain continuity and respond to the changing needs of the people they support.
Local Staffing Support Across East Sussex
CareStaff24 supports health and social care providers across East Sussex from our local offices in Eastbourne and Hastings. Whether you need planned rota support, emergency shift cover or skilled healthcare professionals for an ongoing placement, our team is here to help.
Data note: National figures in this article relate to the adult social care workforce in England during 2025/26. East Sussex figures relate principally to 2024/25 and are the latest local figures available at the time of writing. Workforce projections are estimates and may be revised as new data becomes available.
Kate is an enthusiastic and dedicated leader with extensive experience in recruitment and operations management. As Director of CareStaff24, she oversees every aspect of the organisation, ensuring that both carers and clients feel valued and supported.