CCPS AGM and
Members’ Meeting
IET Teacher Building, Glasgow
10 September 2015
Annual General Meeting
2015
Martin Cawley
CCPS Convener
CCPS strategic planning: a
new approach

Logic model format

Outcomes-focused

Whole organisation

‘Theory of change’

Data-gathering to
evidence progress
LOGIC MODEL
Facilitation- bringing
providers and partners
together to solve problems
Evidence- gathering data
and evidence to support
our policy positions
Demonstrating- sharing
voluntary sector provider
good practice
Development and
capacity building identifying and appraising
alternatives to our current
systems, processes and
approaches
Representation and
influencing communicating the
collective perspective of
voluntary sector providers
and influencing policy and
legislation
Voluntary sector
providers are
properly resourced
to offer high quality,
personalised
support.
Th e voluntary sector
provider workforce is
well qualified,
competent and
confident, with
commensurate pay
and conditions.
Commissioning and
procurement is
focussed on, and
enables, high quality,
sustainable care and
support.
Regulation and scrutiny
of care and support is
proportionate and
drives improvement.
Voluntary sector
providers have the
information, knowledge
and skills they need to
deliver high quality
support.
Information- keeping
voluntary sector providers,
and other partners, up to
date. Answering questions
and giving advice.
Highlight and promote the
role of voluntary sector
providers
Run CCPS: administration,
finance, events, website
and communications
CCPS is run
effectively and
efficiently which
supports the CCPS
outcomes
Voluntary sector
providers have positive,
productive relationships
with their partners in
the statutory sector
(and elsewhere).
Voluntary sector
providers are able to
individually and
collectively influence
the policy and practice
environment so it
better reflects the
principles of the Christie
Commission
Voluntary sector care
and support provision is
sustainable
Voluntary sector
providers deliver high
quality, personalised
care and support
People receive the support
they need to fulfil their
potential and enjoy a better
quality of life
Voluntary sector
providers lead in
innovation in service
design, planning and
commissioning
Voluntary sector
providers are key
strategic partners in
local and national
planning and policy
structures
Voluntary sector providers
operate within a policy
and practice environment
that reflects the principles
of the Christie Commission
CCPS CARE & SUPPORT SECTOR
BUSINESS RESILIENCE SURVEY

Financial trends: income, surpluses, reserves,
uplifts, cuts, deficits

Contracts: sustainability, withdrawal

Workforce: numbers, T&Cs, recruitment

Partnership: collaboration, TSIs, engagement
with new structures

Christie: early intervention & prevention
David Williams
Executive Director Social Care
Services/Chief Officer Designate
Glasgow City Health & Social Care
Partnership
Glasgow City Health and Social Care
partnership
David Williams, Chief Officer Designate to
Glasgow City Integration Joint Board
Background
• Requirements of legislation:
• Delegation of a range of Council and Health Board functions,
either from one party to the other or from both parties to an
Integration Joint Board
• Integrated Strategic Plan to be produced linked to National Health
and Wellbeing Outcome
• Integration Aims
• To improve the quality and consistency of services for patients,
carers, service users and their families,
• To provide person centred, seamless, integrated, quality health
and social care services in order to care for people in their own
homes, or a homely setting, where it is safe to do so
• To ensure resources are used effectively and efficiently to deliver
services that meet the needs of the increasing number of people
with long term conditions and often complex needs, many of
whom are older.
National Health and
Wellbeing Outcomes
Outcome 1: People are able to look after and improve their own health and wellbeing and live in good
health for longer
Outcome 2: People, including those with disabilities or long term conditions, or who are frail, are able
to live, as far as reasonably practicable, independently and at home or in a homely setting in their
community
Outcome 3: People who use health and social care services have positive experiences of those services,
and have their dignity respected
Outcome 4: Health and social care services are centred on helping to maintain or improve the quality
of life of people who use those services
Outcome 5: Health and social care services contribute to reducing health inequalities
Outcome 6: People who provide unpaid care are supported to look after their own health and
wellbeing, including to reduce any negative impact of their caring role on their own health and wellbeing
Outcome 7: People using health and social care services are safe from harm
Outcome 8: People who work in health and social care services feel engaged with the work they do and
are supported to continuously improve the information, support, care and treatment they provide
Outcome 9: Resources are used effectively and efficiently in the provision of health and social care
services
Integration – Progress to Date
• Public Bodies (Joint Working) (Scotland) Act
2014 given Royal Assent
• Council and Health Board agree to adopt
Integration Joint Board model and to include
Children’s Services and Criminal Justice in
scope
• Shadow Integration Joint Board established
• Chief Officer Designate appointed
• Joint management structure finalised
Integration – Progress to Date
• Strategic Planning Structure agreed
• Work underway to draft Strategic Plan
• Integration Scheme drafted, consulted on,
approved by Council and Health Board
• Scheme submitted to Cabinet Secretary for
approval – rejected
Integration – Next Steps
• Revise Integration Scheme based on feedback
from Scottish Government
• Submit revised Scheme to Cabinet Secretary
• Assuming approval, Integration Joint Board
established late 2015
• Development of Strategic Plan ahead of
establishment of IJB
• Formal Consultation on Plan following IJB
approval
• Final draft Plan presented to IJB
• Functions delegated when Plan comes in to
effect
Strategic Plan Content
• Legislation Requires that we must:
• Set out arrangements for carrying out delegated
functions within Glasgow area
• Show how National Health and Wellbeing
Outcomes will be achieved
• Describe how the partnership area is divided into
localities and how it will be carried out in each
locality
• Other information as the partnership sees fit
• Minimum three year plan
Glasgow’s Plan - Outline
• Vision
• Priorities
• Key Demographic Info
• Locality Structure
• Professional Governance
• Links to Parent Organisations
• Links with Acute and Primary Care
• Strategy Maps
Vision Statement
• The Partnership believes that the City’s people can
flourish, with access to health and social care
support when they need it. This will be done by
transforming health and social care services for
better lives. We believe that stronger communities
make healthier lives.
The Vision
We will do this by:
• Focussing on being responsive to Glasgow's population and where
health is poorest
• Supporting vulnerable people and promoting social well being
• Working with others to improve health
• Designing and delivering services around the needs of individuals carers
and communities
• Showing transparency, equity and fairness in the allocation of resources
• Developing a competent, confident and valued workforce
• Striving for innovation
• Developing a strong identity
• Focussing on continuous improvement
Glasgow’s Plan - Aims
SERVICE
USER/PATIENT
PATHWAYS
Reducing numbers of
service users in
residential/nursing
care and supporting
people to stay at home
or in their communities
for longer.
Hospit
al
Home (SelfManagement)
Home (Community
Support)
Reablemen
t
Home Care
Intermediate
Care
Daycare
Telecare
Primary Care and GP Support
Supported
Living
Residential/Nurs
ing Care
Susan Duncan
Procurement Policy,Strategy and Systems
Scottish Procurement
The Scottish Government
SCOTTISH PROCUREMENT
Susan Duncan
new procurement rules in Scotland
Addressing Fair Work Practices, including
the Living Wage, in Procurement
EU Procurement Directives
Legislative changes - Timescales
• Procurement Reform (Scotland) Act 2014
• Three new EU Directives:
Draft Regulations
• Work is underway in the development of
the Regulations.
• Our intention is to lay the Regulations
before the Scottish Parliament before the
end of this year.
• Aim is to make the changes clear and
simple for all our stakeholders to follow .
Scottish Procurement
Fair Work - Living Wage
Fair Work Agenda
- build a prosperous economy while tackling
inequalities in society
Includes Living Wage
Scottish Procurement
Workforce Matters
SPPN 1/2015
Employment Practices and Workforce Matters,
including living wage
• Should be assessed when relevant to
delivery and quality of service
• Our approach is to set out the linkage
between quality and good employment
practice
• Piloted on catering contract and all 5 bidders
offered a commitment to the living wage
Procurement Reform (Scotland) Act 2014
Duties
Specific measures / duties
Regulations

Sustainable procurement duty
T
H
R
E
S
H
O
L
D
S
G
E
N
E
R
A
L
D
U
T
Y
Health & social care procurement
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Contract award without competition
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Procurement strategy & annual report
Annual report on procurement activity in Scotland
Publication of notices on PCS
S
U
S
T
A
I
N
A
B
L
E
Guidance
D
U
T
Y
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Community benefit requirements
Exclusion of bidders
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Selection of tenderers / award of contracts (inc.
Fair Work

Technical specifications
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Prohibiting charging for participation in process
Giving of reasons (Debriefing)
Contracts register
Reuse / Remanufacture / Recycle
REMEDIES


Scottish Procurement
Statutory Guidance on Fair Work Practices, including the Living
Wage
•
•
•
•
This will replace the SPPN
Focuses on Fair Work agenda
Outlines what is required in public contracts.
Stakeholder engagement has helped to develop the
Statutory Guidance
• Aligns with other requirements in the Procurement
Reform (Scotland) Act 2014
– Sustainable Procurement Duty
– Procurement Strategies and annual reports
Scottish Procurement
Statutory Guidance on Fair Work Practices, including the Living
Wage
Progressive
workforce
engagement
Employment
and health
& safety law
Trade union or an
employee voice
Fair Work Practices
Umbrella
companies
Stability of
employment
Fair and
equitable pay
and reward
packages
Zero hours
contracts
Nurture talent
/ skills
development
Workplace
innovation
Scottish Procurement
Living Wage within the Statutory
Guidance
• Does not mandate the payment of the Living Wage - It requires
contracting authorities to consider, before undertaking a procurement
exercise, whether it is relevant and proportionate to include a question
on fair work practices.
• The guidance emphasises that whilst failure to pay the Living Wage
would be a strong negative indicator it does not mean that the
employer’s approach automatically fails to meet fair work standards
• Wider considerations and commercial procurement decisions
Scottish Procurement
Fair Work Practices ITT Question
(Note: This question should be adapted to take account of the particular circumstances surrounding the goods, works or services being
procured.)
The Public Sector in Scotland is committed to the delivery of high quality public services, and recognises that this is critically dependent
on a workforce that is well-motivated, well led, has appropriate opportunities for training and skills development and is engaged in decision
making. These factors are also important for workforce recruitment and retention, and thus continuity of service. Public Bodies in
Scotland have adopted fair work practices, which include:
•
•
•
•
•
•
•
•
•
•
•
a pay policy that includes a commitment to supporting the Living Wage.;
being a Living Wage Accredited Employer
clear managerial responsibility to nurture talent and help individuals fulfil their potential
developing a workforce which reflects the population of Scotland in terms of age, gender, race and disability
a strong commitment to Modern Apprenticeships
support for learning and development;
no inappropriate use of zero hours contracts;
flexible working (including for example practices such as flexi-time and career breaks) and support for family friendly working and
wider work life balance;
Trade Union recognition and representation where possible; otherwise alternative arrangements to give staff an effective voice
gender balance and wider representative workforce
promoting workplace innovation
In order to ensure the highest standards of service quality in this contract we expect contractors to take a similarly positive approach to fair
work practices as part of a fair and equitable employment and reward package.
Workforce Matters (10%)
Q - Please describe how your organisation proposes to commit to being a best practice employer in this respect in the delivery of this
contract. Answers need not be constrained to or be reflective of any of examples given alongside this question.
Good answers will reassure evaluators that your company takes the engagement and empowerment of staff seriously; takes a positive
approach to rewarding staff at a level that helps tackle poverty (eg through a commitment to paying at least the living wage), provides
skills and training which help staff fulfil their potential, that you do not unfairly exploit staff (eg in relation to matters such as the
inappropriate use of zero hours contracts); and that your company will demonstrate organisational integrity with regards to the delivery of
those policies, including having arrangements in place to ensure effective employee representation. This reassurance should be achieved
by providing tangible and measurable examples that can be monitored and reported during contract management procedures.
Insert response here
Scottish Procurement
Thank You!