CCPS AGM and Members’ Meeting

IET Teacher Building, Glasgow

10 September 2015

Annual General Meeting 2015

Martin Cawley

CCPS Convener

Logic model format

Outcomes-focused

Whole organisation

‘Theory of change’

Data-gathering to evidence progress

CCPS strategic planning: a new approach

LOGIC MODEL

Voluntary sector providers have positive, productive relationships

with their partners in the statutory sector

(and elsewhere).

Voluntary sector providers deliver high quality, personalised

care and support

Voluntary sector providers are key

strategic partners in local and national

planning and policy structures

People receive the support they need to fulfil their

potential and enjoy a better quality of life

Information- keeping voluntary sector providers, and other partners, up to

date. Answering questions and giving advice.

Evidence- gathering data and evidence to support

our policy positions

Representation and influencing -

communicating the collective perspective of

voluntary sector providers and influencing policy and

legislation

Facilitation- bringing providers and partners

together to solve problems

Development and capacity building -

identifying and appraising alternatives to our current

systems, processes and approaches

Demonstrating- sharing voluntary sector provider

good practice

Voluntary sector care and support provision is

sustainable

Voluntary sector providers lead in

innovation in service design, planning and

commissioning

Highlight and promote the role of voluntary sector

providers

Voluntary sector providers have the

information, knowledge and skills they need to

deliver high quality support.

Voluntary sector providers are

properly resourced to offer high quality,

personalised support.

Regulation and scrutiny of care and support is

proportionate and drives improvement.

Run CCPS: administration, finance, events, website

and communications

CCPS is run effectively and

efficiently which supports the CCPS

outcomes

The 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.

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 providers operate within a policy

and practice environment that reflects the principles of the Christie Commission

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

CCPS CARE & SUPPORT SECTOR BUSINESS RESILIENCE SURVEY

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 well-being

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

Reablement

Home Care Intermediate

Care Supported

Living

Home (Community Support)

Home (Self-Management)

Residential/Nursing Care

Daycare

Telecare

Primary Care and GP Support

Reducing numbers of service users in

residential/nursing care and supporting

people to stay at home or in their communities

for longer.

SERVICE USER/PATIENT

PATHWAYS

Hospital

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

• Procurement Reform (Scotland) Act 2014

• Three new EU Directives:

Legislative changes - Timescales

EU Procurement 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 .

Fair Work - Living Wage

Scottish Procurement

Fair Work Agenda

- build a prosperous economy while tackling

inequalities in society

Includes Living Wage

Workforce Matters

Scottish Procurement

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

T

H

R

E

S

H

O

L

D

S

Duties Specific measures / duties Regulations Guidance

G D

E U

N T

E Y

R

A

L

Sustainable procurement duty

Health & social care procurement

Contract award without competition

Procurement strategy & annual report

Annual report on procurement activity in Scotland

Publication of notices on PCS

S D

U U

S T

T Y

A

I

N

A

B

L

E

Community benefit requirements

Exclusion of bidders

Selection of tenderers / award of contracts (inc.

Fair Work

Technical specifications

Prohibiting charging for participation in process

Giving of reasons (Debriefing)

Contracts register

Reuse / Remanufacture / Recycle

REMEDIES

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

Fair and

equitable pay

and reward

packages

Scottish Procurement

Umbrella

companies Zero hours

contracts

Employment

and health

& safety law Progressive

workforce

engagement

Trade union or an

employee voice

Stability of

employment Nurture talent

/ skills

development

Workplace

innovation

Fair Work Practices

• 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

Living Wage within the Statutory

Guidance

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!

Scottish Procurement